Virtue Ethics Is Useless Giving No Clear Guidance Philosophy Essay

Virtue Ethics Is Useless Giving No Clear Guidance Philosophy Essay Virtue ethics is person rather than action based; it does not focus on actions being right or wrong but rather how to be a good person. Virtue ethics looks at the virtue or moral character of the person carrying out an action, rather than at ethical duties or rules, or the consequences of particular actions. Essentially, Virtue ethics provides guidance as to the sort of characteristics and behaviours a good person will seek to achieve; it looks at what makes a good person and the qualities or virtues that make them good. Therefore, the immediate answer would be that virtue ethics is useless for guiding action; an ethical system centred on the individual person and what it means to be human does not provide clear guidance on how to act or behave in moral dilemmas. However, presumably a person who is totally virtuous would, as a result, know what to do in certain circumstances, and we could consider these virtues or characteristics that a virtuous person has as a suitable guide for act ion. Like Plato, Aristotle also placed eudaimonia or happiness as the final and overriding end of human activity and therefore goes on to discuss the character traits of a person who is going to achieve eudaimonia. Like Plato and the Cardinal Virtues, Aristotle saw two types of virtues: intellectual virtues which are developed by training and education, and moral virtues developed by habit. Aristotle identified nine intellectual virtues, wisdom being the most important, and suggested that by using our reason we are all capable of being virtuous. However these virtues, including prudence, justice, fortitude, courage and so on, and the overall idea of being virtuous is a bit like a playing musical instrument- it needs teaching and then practiced before it can be played well. Aristotle did, however, suggest that while all people do have the potential to develop these moral and intellectual virtues, only few will actually achieve this. Essentially, these traditional virtues themselves are useless in giving clear guidance for action. A person being courageous or just, for example, perhaps has no use or relevance for someone who is considering an abortion. Guidance for action needs to be somewhat absolute, or if not, atleast relative to certain situations and circumstances; consequences may need to be considered and duties may need to be taken into account. Virtues ethics, being centred on the person and what a person should become, seems to ignore all of these concepts and instead only values certain characteristics that make a person à ¢Ã¢â€š ¬Ã‹Å"goodà ¢Ã¢â€š ¬Ã¢â€ž ¢. Being a virtuous person is not necessarily clear guidance for action. While it may be conceivable that a completely virtuous person would therefore know what to do or how to act, it still seems illogical to suggest the use of virtues or characteristics of an individual as a way to determine how to act. You also need to consider that if, as Aristot le suggested, only a few will achieve these virtues, then even aspiring to become a virtuous person seems a waste of time. The fact that there is no general agreement on what the virtues are suggests that Virtue ethics is completely useless itself, whereby the virtues that are susposed to benefit human beings are themselves not even absolute or universal. Most virtue theorists say that there is a common set of virtues that all human beings would benefit from, rather than a set for different sorts of people. When considering guidance for action, it seems logical that everyone should abide by the same rules to ensure that everyone is behaving in a way that is perhaps universally acceptable or expected. Since the lists of virtues vary from different times, different societies and cultures and so on, virtue ethics, if common for all humans, does not provide clear guidance on what to do in moral dilemmas. Everyone is different, and if action was to be sought from virtue ethics, then essentially anyone could do what they wanted to if it appears to make them a virtuous person, even if it was frowned upon by oth ers, i.e. being courageous or having magnificence. Ultimately, Virtue ethics is not culturally relative and agent-centred and therefore does not have anything to do with decision making or guiding action. Phlippa Foot suggested that virtues benefit the individual by leading to flourishing and that virtues are good for us by helping us correct harmful human passions and tempatations. However, flourishing and correction of harmful human actvities has no relevance to action. There is perhaps no denying that Virtue ethics does provide general guidance on how to be a good person, but being a good person has no relevence to someone who faces the dilemma of telling a lie to save an innocent life, for example. A virtue ethicist would focus less on lying in any particular instance, but instead consider what a decision to tell a lie or not tell a lie said about the persons character and moral behavior. When someone needs to decide to tell a lie or not, there is no use in them considering what it says about them as a person. Virtue ethics moves away from any sense of duty or belief, and completely ignores the action, yet when considering clear guidance for action, it is the action itself that us ually matters. Rosaline Hursthouse defends Virtue ethics and claims that virtues are virtues because they help a person achieve eudaimonia, and so living a virtuous life is a good thing for a human being. For Hursthouse, being a virtuous person is the most reliable path to flourishing. Hursthouse also attempts to address the criticism that Virtue ethics provides no guidance in moral dilemmas- not by telling us how a virtuous person would act, but by showing how a virtuous person would think about a moral dilemma. However, this approach still seems to ignore the actual action itself and the need for guidance. How a virtuous person thinks about a moral dilemma is not a clear guide for action. Presumably someone who is a virtuous person may be seen as a role model for others, but not necessarily for action. Different individuals are faced with completely different dilemmas, and so advice or guidance is not rooted with the characteristics and talents of another person who is considered virtuous. Robert Louden raised the problem that Virtue ethics cannot be applied to moral dilemmas. He outlined the major criticism that it does help people who are facing a crisis because it does not give any clear rules for action. He argued that it is difficult to work out the virtuous response to stem-cell research or abortion, for example. Essentially, Virtue ethics does not give us an concrete information or answers and instead says that it is more a matter for the practical wisdom of the individual facing the situation. Louden also highlighted that it is difficult to even decide who is virtuous, as acts may appear virtuous on the outside but may not have good motives, and vice versa. Ultimately, Virtue ethics does not accommodate rights and obligations, and so is perhaps inadequate for dealing with big issues or decision making; it does not seem to have a view on what makes an act right and wrong. Overall, Virtue ethics is useless, giving no clear guidance for action. Many may consider the fact that Virtue ethics does not rely on any formula to work out what we ought to do and instead focuses on the kind of person we are as good thing, allowing room for emotions and commitments, friends and family. However, it is this that seems to make Virtue ethics a useless approach to action; Virtue ethics does not provide any rules or guides and instead roots everything in the person and their characteristics, but being a virtuous person does not lead to concrete answers on what to do in compex situations. Decisions about abortion, euthanasia or genetic engineering, for example, does not come from us being virtuous or good people.

The Idea Of Universal Design Architecture Essay

There are many misconceptions environing the thought of cosmopolitan design. Peoples frequently believe that supplying the handicapped with signage or a incline is sufficient and patterns the ideals of cosmopolitan design. What people must understand is that cosmopolitan design is about supplying these necessary comfortss to the disabled without segregating them from the norm of society. It is besides approximately making a infinite that can defy multiple environments and the crazes of clip as a dateless creative activity. In a universally designed universe peoples differences are non highlighted by constructing use but are designed for and make seamlessness between users. The bottom up theory is looked to by many interior decorators when set uping cosmopolitan infinite ; â€Å" it works on the premiss that the edifice users, the designer is functioning include those with disablements are all people who can be treated as normal people [ 2 ] † and with this you must get down at the underside of the pyramid and purpose to make the top and achieve universal design. Questions to see when planing a universally designed infinite may be how this infinite will react to different environments or epochs and as the user or users change what will be the response to how it is used. Universal designed has been outlined and defined into seven rules that can be applied to a broad scope of countries including architectural infinites to merchandise design.Equitable usageFlexibility in usageSimple and intuitivePerceptible informationTolerance for mistakeLow physical attemptSize and infinite for attack and usageAccess Living HeadquartersAccess Living is an organisation that started in the early 1970 ‘s and has been committed to rehabilitation and growing of handicapped peoples by the support of handicapped peoples. This company has personal with a battalion of disablements and alone challenges that they encounter. In March 5, 2007 LCM Architects lead by spouse John H. Catlin, FAIA designed entree life ‘s chief central office in Chicago with non merely a cosmopolitan focal point by as a sustainable design way. This 50,000 115 West Chicago Avenue. concern footmark for Access populating genuinely reflects the mission of the company and reinforces their ideals to authorise the options available to differences of others. It has been awarded â€Å" the Barrier Free America Award from Paralyzed Veterans of America ; A sustainable design award from AIA ; the Trend Setter Award from Friends of Downtown ; LEED Gold Certification ; and a Silver Award from the Association of Accredited Architects † .Design Solutionsâ€Å" LCM designers started the vision of cosmopolitan design, by taking an accessible location † and sing edifice attack. The edifice is no more than two blocks from the local train ‘s belowground station and from the metropolis coach. This close relationship non merely encourages green transit but it provided for utilizations that may non hold other manners of transit and its premier location allows for people from multiple locations to be able to utile this characteristic with easiness. In add-on to the consideration of close propinquity, the garage of the edifice has designated infinites that allow for electri c vehicles to be recharged for usage. As users approach, the edifice integrates two kerb bead offs seamlessly added to let for users coming from street degree and for wheelchair lifts to hold a â€Å" direct path to the chief edifice entryway † [ 4 ] . Being in a colder clime of the United States, architect Catlin devised a solution to cover with iced pavements in the winter months by planing a het concrete pavements and good illuminated attacks. All of these characteristics lead straight into the entryway of the edifice that is separated by two sets of skiding doors that open straight off the pavement. These doors have a broad gap of 60 inches to let for easy mobility or two wheelchairs in passing. Once you enter in to edifice for entree life, its good designed interior anteroom infinite and furniture choice leaves you no hint that this infinite is universally designed. LCM designers and there squad of interior decorators took close consideration into their interior picks being scruples of spacing, stuffs, colourss and constellations so this truly was a universally accepting infinite. â€Å" Universal design has a close relationship to human factor and biotechnologies. As a procedure they both attempt to see the abilities and restrictions of users when developing a merchandise or edifice an environment. [ 5 ] † All of the furniture came from the Steelcase, so a choice piece could be duplicated in several signifiers to include with arms/without, adjustable or basic systems that encouraged alteration as necessary. Using a individual maker line allowed for a broad scope of siting picks to read and flux seamlessly. Within this constellation ample infinite is giving for wheel chair move ability and integrating within a personal or big group interaction. Multiple chair highs are included for users of all statures and â€Å" clearance below some of the seating is unfastened to let the user to force up to the standing place with their leg musculuss [ 6 ] † . A usage characteristic within the anteroom is the response desk ; â€Å" Lehner points out that the response country underscores the cosmopolitan design. â€Å" â€Å" A individual nearing the response desk in a wheelchair should hold the same ability to utilize it as a individual who does n't hold a disablement. That ‘s the premiss behind the full design-no 1 uses a back door or side door, and no 1 uses a incline. Everybody comes in the same door and uses the same lifts † † [ 8 ] . Unique to most response desk, the primary dimension is at a wheel chaired accessible â€Å" antagonistic tallness of ( 29-30 † AFF ) † [ 9 ] . Based on the guided attack to the desk articulatio genus and toe infinite is carefully designed and supply for. The response desk does besides include a little part at the standard tallness of 42. Much consideration was giving to the response side of the desk because this would be the primary and full clip user of the millwork. The desk maintains the counter tallness and electrical mercantile establishments are placed at the terminals of the counter opposed to across to minimise the demand for users to strive to make across counter span. The employee besides is provided with a really accessible attack to their work station and a turning radius within, leting for a 360 grade wheelchair turning radius. Beyond the response desk, cagey inclusions of cosmopolitan rules are utilised to help with user move ability throughout. Two lifts with dual entry points allow users to travel rapidly in and out without the demand of turning within a little confined infinite. The lifts are besides big plenty to back up four wheelchairs within. Along with the maximization of mobility within the lift Architect Catilin incorporated province of the art exigency usage engineering for the deaf and caput of hearing and enlarge lift buttons placed at a cosmopolitan accessible tallness. Each of the floors of the Access Living Company, are colour coded so users can easy place vicinity and way. This colour coding procedure is a fantastic tool to help the immature kid to aged and people with all timers. This would besides extinguish the defeats of acquiring off the lift on the incorrect floor, like so many of us have done. Once on a floor users, will detect ample floor infinite as to non to experience constraine d by close furniture constellations and for wheelchair passing. The high traffic and countries of emersion are ingeniously deigned with a floor boundary line that lines the walls so the visually impaired can easy use this tool to steer through the floors. To a user with no sight impairments this merely appears as an aesthetical characteristic because of how good it integrated throughout. This characteristic is a premier illustration of how cosmopolitan design rules do non foregrounding the differences of users.ObstaclesIn planing the Access Living headquarter LCM Architects, incurred many obstructions in making a infinite that was non merely cosmopolitan, sustainable but besides aesthetically and functionally functional. With their primary focal point on making a cosmopolitan infinite they rapidly learned that â€Å" what works for one disablement does n't ever work for another, [ 10 ] † Lehner says. As a cosmopolitan interior decorator you must larn to equilibrate the integrating of adjustments so they are non swayed by a peculiar user. à ¢â‚¬Å" That ‘s nowhere more evident than in the flooring. Lowest common multiple discovered through research that rug, contrary to popular belief, serves people with MCS by pin downing contaminations that would otherwise remain airborne. It besides offers grip for people utilizing canes. â€Å" But rug can be hard to negociate with a wheelchair, † says Catlin [ 11 ] † This is a great lesson to be learned because when people think a disablement they excessively frequently merely think of wheelchair users. After choosing a cloth that architect Catlin thought would be perfect for all of the users in the infinite he rapidly had to return to the pulling board after one employee had an epileptic ictus from the intense patterning of the flooring. This is one illustration of the many troubles faced in this undertaking in planing for the multitudes, but Catlin remedies this job by put ining a more hushed form through the edifice while still â€Å" guaranting at that place was still adequate contrast on hallway boundary lines to assist steer people with ocular damages [ 12 ] † .DecisionAlthough they are a part of users there are wheel chair bound we must see and be cognizant that there are infinite damages that cause all users to hold different demands and ways in which they utilize a infinite. Planing a cosmopolitan infinite you must hold an apprehension of that and retrieve that you are non planing for outlined user but in bend everyone becomes your user. It is frequently really hard to make and plan a feasible solution that all people will hold user friendly, which is why designers and interior decorators seem to steam off from this rule. Catlin illustrates that non merely can plan be an aesthetically delighting cosmopolitan infinite but green rule can besides be an applied in a superb manner.Plants CitedAccess Living. Ed. Geekpak. Acess Living, 2008. Web. 14 Oct. 2009.Boniface, Russell. â€Å" Paralytic Veterans of America Honors Chicago-b ased Access Living for Accessible Design. † The News of American ‘s Community of Architects. AIArchitect, 17 Aug. 2007. Web. 20 Oct. 2009..Dong, Hua. Switching Paradigms in Universal Design. Vol. 4554/2007. Heidelberg: Springer, 2007. Print.Goldsmith, Selwyn. Universal Design. Pine tree state: Architectural, 2001. Print.Meyers, Tiffany. â€Å" UNIVERSAL DESIGN IN ACCESS LIVING HQ. † Metropolis Magazine Oct. 2007. Metropolis Magazine, Sept. 09. Web. 23 Oct. 2009..Tandem, Byan, erectile dysfunction. â€Å" Home Design: Understanding Universal Design. † AARP ( 2008 ) . AARP. Web. 22 Oct. 2009..Goldsmith, Selwyn. Universal Design. Pine tree state: Architectural, 2001. Print.GoldsmithAccess Living. Ed. Geekpak. Access Living, 2008. Web. 14 Oct. 2009.Access LivingDong, Hua. Switching Paradigms in Universal Design. Vol. 4554/2007. Heidelberg: Springer, 2007. Print.Access LivingAccess LivingBoniface, Russell. â€Å" Paralytic Veterans of America Honors Chicago-bas ed Access Living for Accessible Design. † The News of American ‘s Community of Architects. AIArchitect, 17 Aug. 2007. Web. 20 Oct. 2009..Access LivingMeyers, Tiffany. â€Å" UNIVERSAL DESIGN IN ACCESS LIVING HQ. † Metropolis Magazine Oct. 2007. Metropolis Magazine, Sept. 09. Web. 23 Oct. 2009..MeyersMeyers

Learnings from Goal

SBM, NMIMS, MUMBAI Goal by Eliyahu M. Goldratt: Learnings Assignment Submitted by: Triparna Chakravorty (E013) Shalini Chhabra (E014) Shirshendu Datta (E015) Darshi Dixit (E016) Abhishek Gambhir (E017) Shivam Garg (E018) 2013 Submitted to: Prof. Pradeep Owalekar, NMIMS, Mumbai MANAGING BUSINESS OPERATIONS Goal by Eliyahu M. Goldratt: Learnings Table of Contents â€Å"Bowl and Stick† Game Description †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Analogy with a production set up †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Defining Dependency and Variability †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Statistical fluctuations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 Statistical fluctuation in the Bowl & Stick game †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Relation between dependent events and Statistical fluctuations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Effect of statistical fluctuations on Inventory levels †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Implications of statistical fluctuations for organizations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Challenges that statistical fluctuations present in front of organizations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 How to make more reliable predictions about projects? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 How to improve the development process itself? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Perils of high statis tical fluctuations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Poor Turnover †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 High Costs †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Carrying Costs†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Loss or Damage †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Shifts in Demand †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Strategic Planning Time †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 8 Lost Sales†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Higher Expenses †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Obsolete Merchandise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Concept of Balanced Plant †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Impact of Dependency and Variability on Balanced Plants †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Unbalanced Processes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Fastest to slowest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Slowest to fastest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 0 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Randomly distributed capacity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Result: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 10 Developing a balanced and synchronized plant†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 0 To design a process with the minimum idle time and maximum through put †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 2|Page Goal by Eliyahu M. Goldratt: Learnings â€Å"Bowl and Stick† Game Description The bowl and stick game highlights the importance of statistical fluctuations in a process with dependent events and its impact on throughput of the process. Mr. Alex Rogo, the protagonist of the book â€Å"Goal† invents a game wherein there are five bowls on a table and some match sticks.Each bowl is given to a kid who has to manage it. Now every child has to move a number of matchsticks through each of the bowls in succession. The number of sticks each child can move will be determined by the number that tu rns up on a dice that the child has to throw before moving the sticks. For example if a child gets a three upon throwing the dice, he can move at most three sticks ahead. Hence each bowl will move sticks which will fluctuate between one and six based on the number that turns up on the die. Depending on the average number of sticks passed through by each bowl, the average output of the entire process varies.During the course of the game, ? Matches represent the inventory or work in process. ? Bowls represent the different workstations ? Dice is used to determine the Statistical fluctuations Alex reserved a standard quota of 3. 5 which he arrived at by calculating the average of those six numbers on the dice. In order to measure statistical fluctuations, Alex recorded the number appearing on the dice each time the boys threw dice and recorded deviation from the 3. 5 quota. Every player of the game started from zero. If the roll of the die is 4, 5 or 6, then respective gains of 0. 5, 1 . 5 or 2. 5 are recorded.If the outcome from the throw of die comes out to be 1, 2, 3 respective gains of -2. 5, -1. 5 or -0. 5 are recorded. The deviations were taken to be cumulative wherein if somebody recorded a gain of say 2. 5, his starting point on the next turn will be 2. 5 and not zero. According to a mathematical principle, the fluctuations of the variable down the line will fluctuate around the maximum deviation established in the preceding operation. Analogy with a production set up The Bowl and stick game models a simple production process where material is processed sequentially through several workstations.In a typical manufacturing setup, several independent production lines with several workstations exist. An operator usually runs one workstation. A similar setup with six workstations is illustrated in the figure below. Except for the first workstation, each workstation maintains work-in-process inventory. The first workstation takes material from raw material store s, processes the material, and passes it to the work-in-process inventory storage area for station two. Workshop station two eventually 3|Page Goal by Eliyahu M. Goldratt: Learnings processes and moves the material to station three, etc.When a unit of material has been processed by the last workstation, it becomes the system output. Raw materials Station 1 Station 2 Station 3 Station 3 Finished Goods In the game, the roll of a dice is used to simulate actual production capacity of each individual workstation. The potential cycle capacity of the process varies from one to six units, with an average of 3. 5 units. Each child is allowed to process (move) the number of match sticks determined by the roll of the dice, subject to the availability of work-in -process inventory at that station at the beginning of the cycle.No child is permitted to use sticks that were not available at the station at the beginning of the day – those units become part of the next cycle? s work queue. T hus, it often happened that an individual workstation (Bowl in this case) was not able to produce to its capability due to a lack of available materials. The bowls here represent work stations of a manufacturing unit or an organisation and the matches represent production output as well as work in process inventory. Rolling of a die helps to simulate the statistical fluctuations (variation) in performance at each work station or operation.The bowls are set up as a production line representing dependent events where each operation has the same capacity, i. e. , six products per day with a range of variation from one to six. Rolling of the die and determining how many matches to move from one bowl to the next represents one cycle of production run. Each operation is dependent on the upstream operation for input. For e. g. if a scout rolls a five, he can only move four from his bowl if there are only four available to him from the previous bowl (upstream operation) in the process.The p revious operation hence becomes the bottleneck operation. If another player downstream rolls less than a four, then he becomes the bottleneck. Rolling the die several times in sequence represents several cycles of production runs and each time the bottleneck nearly always appears at a different operation or scout. Demonstration through „Bowl and Stick? game is to show that where each operation in a sequence of dependent events has the same amount of capacity (a balanced plant), the variation and dependent events will cause the bottleneck to move from operation to operation, i. . , floating bottlenecks occur. Hence it is difficult for Manager to determine where the bottleneck will show up next and manage the system. 4|Page Goal by Eliyahu M. Goldratt: Learnings Defining Dependency and Variability Dependency is said to exist when certain operations or activities cannot begin until certain other operations or activities have been completed, whereas variability is manifested in th e form of random events and statistical fluctuations. Random events are those events that occur at irregular intervals and have a disruptive effect on the process.Statistical fluctuation refers to the idea that all processes are characterized by some degree of inherent variability. Dependency is manifested in the dice game by the requirement that units of sticks cannot be moved by a workstation until first being passed by all previous workstations. Variability is manifested by the different numbers that may occur when the dice are rolled. Statistical fluctuations Statistical fluctuations occur when one is unable to precisely predict events and quantities and which can only be specified within a certain range.The book gives very good illustrations to explain this principle – Alex and Jonah were sitting in a restaurant and Jonah says that they are able to precisely predict the capacity of the restaurant by counting the available seats. While on the other hand, they are unable t o predict how long the waiter will need to fulfil their order. This uncertainty is referred to as statistical fluctuations. Even if one gets fairly accurate estimates for each stage in the development project, it is still possible, and quite probable, that a project will come in later than expected due to the effects of statistical variation.Statistical fluctuation in the Bowl & Stick game In stick and bowl game Every time the dice is rolled, a random number is generated that is predictable only within a certain range, specifically numbers one to six on each die. This is an example of statistical fluctuations. Relation between dependent events and Statistical fluctuations Dependent events are processes that must first take place before other ones can begin, For example a product has to be assembled before it can be transported.The relation between the statistical fluctuations and the dependent events is expressed as â€Å"Maximum deviation of a preceding operation becomes the start ing point of a subsequent operation. † 5|Page Goal by Eliyahu M. Goldratt: Learnings Effect of statistical fluctuations on Inventory levels The Author predicted that on an average in each round the throughput (No. of matches coming out of the final bowl) should be 3. 5, which is the average of all the possibilities that is, 1 to 6. But after he carried out the experiment 10 times he found that the throughput was significantly lower (21) instead of 35 as predicted.As the process goes on it can be seen that the forecasted throughput is never reached. This happened as the six sided die was causing the variance (statistical fluctuations) by changing the production capacity of each of the stages. Thus, due to the relation between dependent events and Statistical fluctuation each time some step in the process was working as a bottleneck for the capacity of the whole process meaning many sticks were stuck in the intermediate bowls. Hence, statistical fluctuations increase the invento ry (stock) of the system. Implications of statistical fluctuations for organizationsThis in organization setup means: ? The system wastes money by stocking excess inventory that is not immediately converted to throughput, yet raises operational expense in the form of carrying cost. ? Some areas have lower capacity than others and in turn work as a bottleneck for the whole system. In General, Running areas of the factory that have higher capacities will not increase the overall throughput of the system. The measure that the increase is inventory, as the factory produces parts that cannot be assembled into finished goods that will ultimately result into sales until the area of lowest capacity produces enough parts.Inventory is an investment of money and thus subtracts from the bottom-line. Keeping large amounts of inventory is not desirable, because warehouse space is costly. Challenges that statistical fluctuations present in front of organizations How to make more reliable predictio ns about projects? This is one of the major challenges an organization faces. Statistical fluctuations hinder the management to accurately predict the output they can produce as they are unable to gauge the maximum potential of each station.Due to the fluctuations they end up getting lower throughput than predicted which ultimately leads in the late delivery of the orders. 6|Page Goal by Eliyahu M. Goldratt: Learnings How to improve the development process itself? Due to statistical fluctuations, an unregulated development process will be slower than the slowest of the process steps. Therefore, it is impossible to accurately estimate the time required by adding together the time estimates for individual process steps and thus it is difficult to improve the development process. Perils of high statistical fluctuationsOne of the outcomes of high statistical fluctuations is excess inventory. The major disadvantages of the same are: Poor Turnover Companies typically want to produce or ma intain only enough inventories to meet immediate demands and to avoid stock outs. When companies have excessive amounts of inventory, they are generally not selling enough to prevent inventory build-up. This is not a good situation as businesses need to turn over inventory efficiently to maintain reasonably high profit margins and to avoid the costs and other disadvantages that come with high levels of inventory. High CostsCarrying excess inventory has significant costs. One of the highest costs for many companies is financing the purchase and holding of inventory. Also, the more inventories you hold, the more you have to spend on labour to manage it, space to hold it, and in some cases, insurance to protect against its loss or damage. Physically counting and monitoring the levels of inventory you hold also takes time and has costs. Carrying Costs Low inventory turnover can result in higher carrying costs. Inventory needs to be stored, handled and insured, all of which represent cos ts to the business.Stored inventory is also susceptible to shrinkage, which is loss due to occurrences like damage and theft. As with obsolete merchandise, carrying a large volume of slow-moving products also results in lost opportunities due to not being having the storage space for more rapidly turning items. Loss or Damage Related to the high costs of high inventory, some inventory can also go bad after a certain amount of time and go to waste. When retailers buy excess inventory of perishable food items, for instance, they may have to throw out inventory that spoils or becomes rotten.When you carry high inventory, you also have greater exposure to lost or damaged product. Thieves have more products to choose from and you have greater potential for product to turn up missing or broken when you count inventory. 7|Page Goal by Eliyahu M. Goldratt: Learnings Shifts in Demand Another disadvantage of keeping a large amount inventory on hand is that certain goods might not sell due to shifts in market demand. For example, a clothing store that stocks too many tank tops during the summer may find tself unable to get rid of the tank tops before fall. During the fall, consumers might demand different types of clothing, like T -shirts or sweatshirts, leaving the company with a large quantity of goods on hand that simply take up space. Strategic Planning Time Company leaders typically have to spend more time in strategic planning meetings when the company has high inventory levels. Management must figure out how to communicate with suppliers, how to improve ordering processes or how to increase market demand to reduce the high levels of inventory.This problem takes away from the ability of these managers to focus on other proactive or more important strategic decisions to move the company forward. Dealing with inventory problems is a more reactive strategy to resolve the issue at hand. On the other end of spectrum is the problem that arises due to inventory levels get ting too low are: Lost Sales If inventory turns over too quickly, it could negatively affect sales. Merchants may elect to limit the variety of products they carry to prevent a backlog of inventory and keep goods moving through the operation.While merchants might quickly sell the stock they have on hand, they may have difficulty keeping shelves full or may not offer a broad enough selection to meet customer needs. Customers who cannot find what they're looking for or are not impressed with the product mix will look elsewhere and may not return to the establishment. Higher Expenses Merchants who purchase in small quantities to keep inventory turnover high typically incur greater costs. They may not be eligible for volume discounts or special deals available to those who buy in bulk.Transportation costs may also be higher, as manufacturers and distributors often charge higher shipping prices for small orders. In some cases, merchants may have to resort to expensive express delivery me thods to prevent out-of-stock situations. Merchants may need to place orders more frequently, resulting in greater processing expenses. Obsolete Merchandise In operations where inventory turnover is low, merchants run the risk of being stuck with merchandise that becomes unsalable due to obsolescence. This can be a major problem in industries where consumer tastes constantly change or technology rapidly evolves.Carrying obsolete merchandise means the merchant may not have adequate storage space to carry items currently in demand, resulting in lost sales. The merchant may have to resort to selling the merchandise at greatly reduced prices, which reduces its profits. 8|Page Goal by Eliyahu M. Goldratt: Learnings When allocating time for each activity project managers and planners often introduce buffer times. These buffer times might be small numbers for each activity that might be added to guard against statistical fluctuations that normally occur in each activity.While these numbers are small they add up over the entire project activities to a significant time frame. When the workers realize that they have the necessary time built in as buffers they are more likely to push out the start of the job and concentrate their efforts on other task at hand. Concept of Balanced Plant One of the learnings from the bowl and stick game is that dependency and variability will combine to degrade overall plant performance. Several balanced plant models has been proposed to test the hypothesis that increasing (decreasing) levels of dependency and variability will increasingly degrade (improve) plant performance.A balanced plant requires that every workstation have identical capacity. In the context of the game every workstation will have an average capacity of 3. 5 units of matchsticks. Impact of Dependency and Variability on Balanced Plants After understanding the basic dice game setup, the key learning is that in the long run the average number of units of output a plant sh ould be able to produce in every cycle is the mean of the range of outputs that each station can produce which is 3. 5 units in the game.But the plant may not actually achieve the theoretically expected results because of the variations that occur in the output of each workstation which may disturb the balance of the plant. Unbalanced Processes In virtually all processes, the capacities of the various workstations are unbalanced. Goldratt initially developed the production dice game to illustrate the combined effects of dependency and variability on flow processes. Moreover, he combines insights derived from the basic production dice game to provide the foundation for understanding the dynamics in unbalanced plants.Statistical fluctuations disturb the balance of plant which in turn leads to increase in work in process inventory. 9|Page Goal by Eliyahu M. Goldratt: Learnings In The Goal, Goldratt describes three general unbalanced models which are described as follows: Fastest to slo west This occurs when the workstations are arranged according to the fastest producing to the slowest producing. In this model, the first worker transfers the highest output, the second worker lesser, and so on.The average cycle capacities for all the workstations are in order. Result: High output and high inventory Slowest to fastest In this model, the workstations are distributed in order of increasing capacity. That is, the first worker receives transfers the smallest output, the second worker transfers a higher output and so on. Result: low inventory Randomly distributed capacity In this model, different workstations producing at different capacities are randomly distributed in the process line. Result: High output and high

An Electronic Health Record ( Ehr ) - 1315 Words

Introduction The government has been trying to protect patients’ healthcare information since they first introduced The Health Insurance Portability and Accountability Act of 1996 (HIPPA). Since that time, technology has paved the way for The Electronic Health Record (EHR). Those that promote the usage of the EHR as the standard of care, strongly believe that the risks of privacy are outweighed by the benefits that it brings. These benefits include, but are not limited to: improved patient care, decreased medical errors, and better collaboration between healthcare providers. This paper will focus on the benefits of the EHR, and how the government and the healthcare industry are addressing the privacy and security risks to patients’†¦show more content†¦Benefits for Patients and Providers In a study conducted by the Health Services Research on the â€Å"Clinical Benefits of Electronic Health Record Use†, 78 percent of Physicians said that the EHR in general improved patient care. This included: remote access to patient charts, alerts for potential medical errors and critical test results, along with recommendations for care and proper test selections, and improve communication with patients (King, J., Patel, V., Jamoom, E. W., Furukawa, M. F. (2014). The HealthIT.gov website publishes information to help patients, families, professionals and providers to understand what the EHR is and what it can provide. This is a list on their website of what the EHR can do: †¢ Contain a patient’s medical history, diagnoses, medications, treatment plans, immunization dates, allergies, radiology images, and laboratory and test results †¢ Allow access to evidence-based tools that providers can use to make decisions about a patient’s care †¢ Automate and streamline provider workflow (HealtIT.gov, n.d, â€Å"Electronic Health Records: The Basics† section, para 1) Not only can EHRs improve an individual patient’s healthcare, this information can help improve and protect the public health. Information that is collected can be shared with public health care organizations to help improve research and monitoring for the prevention and control of