Instance of Innovation Essay Example for Free

Instance of Innovation Essay The throngs of Apple fans who crowded into the Moscone convention centre in San Francisco to hear Steve Jobs give his annual MacWorld keynote address went into the room with high expectations. Judging by their response their expectations were more than met. The unveiling of the iPhone, Apples long-awaited entry into the mobile handset market, was greeted by rapturous applause, gasps of disbelief, and occasional whoops of joy from the Apple faithful. Six years after Apple transformed the market for digital music players with the introduction of the iPod, the company had attempted a repeat performance in the market for mobile handsets with the iPhone a slim, sleek handset that relies on an innovative touch- screen interface. This thing is amazing, says Van Baker, an analyst at Gartner, who had a chance to try the iPhone himself during an analyst briefing by Apple. Its the biggest home run for them Ive seen yet. Apple is far from the first company to try to crack the so- called smartphone market. Microsoft, Apples arch-rival, has been talking about such devices for years, but its mobile windows effort has slumped in part because mobile carriers were wary of Microsoft and kept out. Just 6m smart phones were sold in the US last year, compared with more than 1bn mobile handsets sold worldwide. Two million of them operated on Windows software, with the rest of the market split between Research In Motion, makers of the Blackberry; Palm, maker of the Treo handset; and a handful of others. Shares of RIM fell 7. 9 per cent yesterday while Palm stock fell 5. 7 per cent. Charles Golvin, analyst at Forrester, cautions that, even with Apples impressive device, the market for phones that integrate voice calls, e-mail, web browsing and music will remain a small part of the overall handset market. Miro Kazakoff, senior associate at Compete, an industry analyst group, says his research shows that its unlikely that any phone, no matter how good, is going to get people to pay a high price and up to Dollars 200 in early termination fees on their current contract. Wireless shoppers are hooked on free phones as carriers have subsidized better and better devices over the years. Apple is betting that the iPhones unique user interface the result of years of research will reinvent the entire smartphone category, just as the Macintosh redefined computers and just as the iPod redefined what customers came to expect from their digital music players. Apple is going to reinvent the phone, was Mr Jobs bold pronouncement at MacWorld. The early signs are encouraging. Ralph Simon, MEF Americas Chairman Emeritus of the Mobile Entertainment Forum, says that the iPhone represents a quantum leap in innovation for the entertainment industry. You cant overlook the strides already made by competitors like Nokia and Motorola, but the seamless marriage of the iPods kudos to the mobile phone is a key step evolution of the mobile to becoming an all-round entertainment device, says Mr Simon. With the least expensive iPhone models priced at Dollars 499, price remains a concern. How many people will be out there willing to pay that kind of premium? Mr Golvin asks. However, he says there are some encouraging signs in Motorolas recent experience with the Razr, its ultra-thin premium mobile phone. The Razr is now several years old they were able to keep their premium prices for quite a while, Mr Golvin says. Mr Jobs was keen to signal Apples intention to become a leading player in consumer electronics yesterday. At the close of his MacWorld speech, he announced the company had decided to drop the word computer from its name now that its brand has spread well beyond the Macintosh to include other devices. Even the most jaded observers would be hard pressed to deny that, with the iPhone, the newly christened Apple is off to a great start.

Effect of Solanezumab on Alzheimer’s Disease

Effect of Solanezumab on Alzheimer’s Disease Solanezumab Introduction Alzheimer’s disease is chronic neurodegenerative disease which has a slow development which worsens over a period of time (Alzheimers Disease 2009). This disease is commonly linked with the overabundance of aggregated amyloid-beta (AÃŽ ²) peptide within the cerebral cortex and hippocampus (Doody et al. 2014). Solanezumab an Alzheimer’s drug is a monoclonal IgG1 antibody which is used against the mid-domain of the AÃŽ ² peptide (Alzforum.org 2015). This paper will cover aspects of this drug such as its development, chemical structure and mechanism of action and looking at issues the drug had during its development, regulatory approval and its post market surveillance. Development The development of this type of antibody is different from other monoclonal antibodies which are being tested currently. Comparing it to that of another drug called bapineuzumab, which binds to the N-terminal, Solanezumab was created to bind to the soluble AÃŽ ² peptide because it was predicted to it being far more effective than binding to the N-terminal portion of a molecule (Imbimbo et al. 2012). In the In Vitro studies which were undertaken for this drug, the parent’s antibody m266 which binds to the AÃŽ ² had been tested in a dialysis system involving the antibody solution in the bottom chamber which was divided by a dialysis membrane from the top chamber which had the human CSF. It was seen that a great amount of CSF AÃŽ ² was sequestered when the bottom chamber had PBS plus m266 at 48.91% as compared to PBS with a nonspecific mouse IgG being at 2.18% (Imbimbo et al. 2012). The result demonstrated in relation to AÃŽ ² binding that m266 was not able to bind to AÃŽ ² depos ited in parenchyma and cerebral vessels (Imbimbo et al. 2012 cited from [49]). Class of drug and Mechanism of action Solanezumab as defined by the WHO’s International Nonproprietary Names for Pharmaceutical Substances (INN) is an neuroprotectant (WHO 2007). Neuroprotection as dictated by Rafi and Aisen (2009) is the mechanism by which neurons are protected from degeneration; their use can be seen in patients who have suffered recent ischemic injury or a result from neurodegenerative diseases. It is seen that solanezumab’s mechanism of action is different to that of other passive immunotherapies. This is due to it targeting the central domain of AÃŽ ² peptide, which has been proposed as more effective in clearing N-terminal truncated or modified forms of AÃŽ ² peptide (Siemers et al. 2010). This has separated this drug from others such as bapinezumab which targets the N-terminal of the molecule exclusively (Samadi and Sultzer 2011). In the murine model, the M266 antibodies are seen to enter the cerebral spinal fluid at a concentration of 0.1% compared that that of in plasma, as with patients with AD, a single injection intravenously of the dose of .5, 1.5, 4 and 10 mg/kg resulted in the maximum plasma concentration for solanezumab (Bruno P Imbimbo, et al. 2012). Furthermore the mean total half-life of the drug was found to be 334 hours (14 days) after an injection of .5mg and 631 to 709 hours (26 to 30 days) when injected with 1.5, 4, or 10 mg which indicated that the lowest dose half-life compared to that of the high doses was most likely due to the drug concentrations falling below quantification limits, thus possibly preventing complete characterization of the terminal elimination phase for the dose given (Imbimbo et al. 2012 cited from Siemers et al. 2010). Chemical Structure Solanezumab is a humanized IgG1 derivative of the m266 AÃŽ ² monoclonal antibody of a mouse in which binds to the central region of the human AÃŽ ² peptide (Stefan DÃ ¼bel 2014). This antibody was produced inside A/J mice using a synthetic AÃŽ ² peptide conjugated with an anti –CD3 immunoglobin (Bruno P Imbimbo, et al. 2012). (Expand a bit more here) Identifying issues during drug development, regulatory approval or post marketing surveillances Currently 9 studies have carried out concerning the Solanezumab drug, 5 of which have been completed and the other 4 which are recruiting or currently active in their research (ClinicalTrials.gov 2015). The most well regarded and referenced is the Phase 3 Trials which were carried out by Eli Lilly in 2014 which looked at using Solanezumab for mild to moderate Alzheimer’s disease. In in murine model of the preclinical trials for the drug were tested for their safety and effectiveness. It was seen that the mice treated with the murine version of solanezumab called m266.2 were at risk to develop cerebral microhemorrhaging as compared to mice treated with 3D6 which the bapinezumab model for mice (Samadi, seltzer 2011 cited from [50]). The reasoning for this result was predicted to be that of the different binding paths of the drugs where solanezumab binds to the AÃŽ ² peptide exclusively as bapinezumab binds to both AÃŽ ² plaque and the n-terminal of the AÃŽ ² peptide (Samadi, seltzer 2011 cited from [43]). Phase I studies showed that when 19 test subjects were subjected to a single dose of solanezumab containing either .5,1.5,4.0 or 10 mg/kg that serious adverse side effects occurred in 4 , 1 in which had a placebo (add in results for this phase 1)( Samadi , Sultzer 2011). The events that occurred was syncope, fatigue and vertigo occurring from the does size given, although it was noted that these effects were not fault of the drug given (Imbimbo et al. 2012 cited [55]). The results of the study had shown that there altogether no changes in the cognitive scores which would indicate that the drug did not provide any benefit. In the phase II study was conducted looking at the drug being given over a period of 12 weeks. The various issues that occurred in these studies was that 8 patients had suffered from serious adverse side effects from the drug, these included cardiac, neurological and even gastrointestinal issues (Farlow et al. 2012). The table Figure (1) gives a summary to the adverse events that occurred between the placebo and varying dosage groups of the patients receiving the drug. (expand) When looking at the cognitive measurements in the patients to assess their cognitive abilities, the results showed that between the drug and the placebo, no important differences were seen on the 11 item or 14 item scores. Table figure (3) demonstrates these results showing these differences. This table can then indicate that there was no suggestion that any significant clinical benefit occurred. The Phase III trials which involved 2 double blind trials which the patients were treated with either the drug or the placebo given periodically over a period of 18 months. The outcomes were measured using the 11 item and 14 items cognitive scores to which the previous phase studies had used. The results showed that for the baseline characteristics that there were no differences between the control and drug group but for the cognitive and clinical outcomes they The adverse events that occurred during this trial were that cardiac arrhythmia occurred in 5% of patients who received the drug and 3.7% in the placebo (Doody et al. 2014). As well as the cardiac issues, 33 deaths had occurred, 24 in which were in the group who received Solanezumab In the discussion section of the studies they mention that from both the studies that were undertaken, none of them had shown any benefit that Solanezumab and the current studies have failed to show treatment effects on the hippocampal , total brain volume or the amyloid accumulation (Doody et al. 2014). Doody et al. (2014) goes on to mention that although the study did not show the efficacy of the drug being tested that further studies into the drug will be required to assess the particular approach they’ve taken. It can be seen a major issue concerning all the studies which were carried out is the lack of efficacy. As can be seen for all the results for the phase studies that all of them showed no significant improvement when it was concerning the 11 item and 14 item scores for the patients. Conclusion Solanezumab has also proven to provide a poor efficacy for the patients in which has taken it. The phase studies in which have been reported demonstrate this result occurring which can give evidence toward this particular monoclonal antibody to be ineffective as slowing the progression of Alzheimer’s. Although there was seen adverse side effects in the studies which may call for concern , it has been properly ruled out that the issues were not related to the drug as can be seen in the table results when comparing the control to the drug groups. To summarise solanezumab is not created the same as compared to other monoclonal antibodies, when discussing their binding site on the AÃŽ ² peptide, although this drug has proven to have a poor efficacy, it has shown that it causes minimal adverse side effects in comparison to other monoclonal antibodies currently being tested. If more study was to be taken place into altering the drug, in attempt to improve efficacy whilst minimising the adverse effects, it may come into market someday to help people. References Bruno P Imbimbo, Simone Ottonello, et al. Solanezumab for the treatment of mild-to-moderate Alzheimers disease. 2012. Stefan DÃ ¼bel, Janice M. Reichert. Handbook of Therapeutic Antibodies. John Wiley Sons, 2014. http://informahealthcare.com.dbgw.lis.curtin.edu.au/doi/full/10.1517/14712598.2011.578573 https://clinicaltrials.gov/ct2/results?term=solanezumabSearch=Search https://books.google.com.au/books?id=CiCOAwAAQBAJpg=PA336dq=solanezumabhl=ensa=Xei=fj5fVdixGMHbmAWRkYC4CAved=0CCwQ6AEwAw#v=onepageq=solanezumabf=false https://books.google.com.au/books?id=cTsTAAAAQBAJpg=PA165dq=solanezumabhl=ensa=Xei=fj5fVdixGMHbmAWRkYC4CAved=0CCcQ6AEwAg#v=onepageq=solanezumabf=false https://books.google.com.au/books?id=svHsBQAAQBAJpg=PA907dq=solanezumabhl=ensa=Xei=fj5fVdixGMHbmAWRkYC4CAved=0CB0Q6AEwAA#v=onepageq=solanezumabf=false http://www.alzforum.org/therapeutics/solanezumab

Production Processes Of Top Glove Company Commerce Essay

Production Processes Of Top Glove Company Commerce Essay One of the successful reasons that TG Company can succeed in their business is because they have a strong and good production process in their latex glove making. They believe that they must have the most modern and advanced glove manufacturing machineries if they wished to be continuing as a world-class cost effective glove manufacturer. They have invested substantially in the machineries that are needed to ensure that they can fully adopt the latest manufacturing techniques for all their production lines. Other than that, they to ensure that they can consistently produce high quality latex gloves are also using a continuous engineering process. Competent and experienced personnel also contribute in smooth production line and consistency in quality of the latex gloves even though they have modern machineries. In addition, an on-line quality control measures have been instituted throughout the manufacturing processes to ensure the highest quality products. The latex is a white, milky liquid that comes from rubber trees, which is either from native or hybrid trees. Mostly, TG gets its latex from buying through the rubber market while the remaining latex is from their own rubber plantation. The latex will be harvested from rubber trees when the trees trunk is swollen and also every day, after the rain has stopped during the rainy season. The latex is a natural product and it will coagulate easily, therefore it needs to be harvests from the rubber trees as soon as possible and then send to TG factory to be manufactured. When the latex is sent to the TG factory, the latex will be manufactured with a standardized method that is set by the company itself. The flow of the production process of latex glove in TG Company is former cleaning, coagulant dipping, drying, latex dipping, leaching, beading, vulcanizing, post leaching, slurry dipping, stripping, tumbling, and quality control. Former Cleaning Before the latex can be process to the coagulant dipping process into hand-shaped, the glove formers need to be cleaned before it can be used to form hand-shaped latex gloves. A quality production of exam gloves includes the environment of latex glove factory is clean. This also means glove formers must be cleaned to ensure there is no dirt or debris anywhere because it will affect the final product to possibly have defects like holes. Firstly, glove former must be dipping into an acid bath and then rinse with clean water. Secondly, an alkaline bath is used by dipping the glove formers in them to neutralize the acid and again rinsed in clean water. Lastly, an important step that is the glove formers are brushed to ensure the surface of the glove formers is consistent and eliminate pinholes on the latex gloves after it form. TG factory have multiple production lines that produce batches of disposable gloves. If there is any dirt or debris on the glove former, it can result in the manufacturer being forced to trash the entire batch of latex gloves. This reason shows the importance of glove formers that must be regularly inspected and cleaned before the molds are dipped into coagulant tanks. Coagulant Dipping After the glove former is cleaned, it will be coated with coagulant (eg. calcium nitrate) and be dipped into the coagulant bath to help the latex mixture adhere to the formers and to help ensure the latex is distributed evenly. The glove formers are dipped into the coagulant tank under TG workers control to extract the protein from the previous glove dipping and this dipping is done once for every production cycle. Drying Drying is one of the stations in production process of latex gloves manufacturing whereby the coagulant converts the liquid latex film into a wet-gel on the glove formers and will eventually travel through a series of ovens to dry the gloves and end the coagulation process. In brief, it is a process of drying the gloves from wet to readymade gloves. Latex Dipping Latex dipping is one of the stations in the production process of latex gloves manufacturing and the tank is filled with compounded latex. A latex layer will be formed on the glove former after it goes through this tank. The thickness of the latex glove is determined at the coagulating and dipping stage. The longer the time the glove former travels in the coagulant tank, the thicker the latex gloves will be formed. TG Company will ensure that the latex gloves that produce is high quality and safe to be use. Leaching This leaching stage can called as the pre-vulcanization leaching. It also known as wet gel leaching. Residual chemicals and proteins on the surface of the gloves are put into the leaching process to be removed after the drying of latex mixture. A longer leaching line can wash out latex proteins more effectively. Besides that, the water must be hot and fresh enough to make the proteins dissolve better. This step is a critical step to minimize the occurrence of latex sensitivity. The water temperature, process duration, and water exchange rate will affect the effectiveness of the process. Good leaching line can result in a good and quality latex glove. Beading Beading is a process whereby up to a dozen chemicals are added to help in next manufacturing process of latex gloves. The chemicals added are antioxidant that prevents deterioration of the rubber molecules in the final product by heat, moisture, and ozone. Chemical accelerators are also added to help control the next vulcanization process. Vulcanization One of the discovery key in manufacturing rubber is the vulcanization process. It is a curing process in the production process of latex gloves whereby the latex particles are modified by adding in accelerator chemicals to it. When all the materials are heated, sulfur atoms are chained with the rubber molecules to form a cross-link that gives strengths and elasticity to the physical properties of the rubber. This process ensures the rubber will not be torn and melt easily. Post Leaching This process is similar to the wet-film leaching previously, but it is a little different whereby it is carried out on the dry/vulcanized latex film. Therefore, it is also known as dry-film leaching. Time and temperature is the most important element to ensure effectiveness in the process of water extractives reduction. Latex gloves may be leached up to 24 hours to ensure its effectiveness. Slurry Dipping This stage is also known as wet even powdering. The slurry tank containing the cornstarch solution can prevent latex gloves from sticking in the tank. The slurry is also referred to as wet powder. The benefit of this powder is acting as preservation of the latex gloves and to assist in the latex gloves donning process. TG Company has followed the international method in the specific stage whereby the latex gloves will go through more ovens for further drying and additional rinsing cycles where the powder will be removed. The process of removing the powder is to avoid latex allergic reaction. Stripping At this stage, the latex gloves are stripping from the glove formers. There are two types of methods, which are manually or automatically stripping the latex gloves from the glove formers. TGs latex examination gloves are stripped by fully automated stripping machine. By using this fully automated stripping machine, TG can increase the quality and safety of the latex gloves they produced. The latex gloves will be sent to the next phase of the latex glove manufacturing process for final drying. Tumbling The tumbling process at latex gloves manufacturing process is to remove excessive powder on the gloves. The latex gloves are putting into the commercial dryers to ensure that the powder is more evenly distributed and excess powder can be removed. Powder-Free Gloves Powder-free gloves stage is a technology to prevent stickiness of gloves by avoiding powder usage completely by going through chlorination or polymer coating process. This is one of the important technology processes in manufacturing latex glove nowadays because most of the glove makers are producing the latex gloves with powder-free. Top Glove produces latex powder and powder-free gloves. Basically, the powder-free latex gloves are transformed from powdered gloves when the powder is removed. Before the latex gloves dried, the powder helps the latex gloves give uniformity as well as to prevent the latex gloves from molding together. The tackiness on the glove surface can be removed by rinsing the latex gloves in water. Then it is placed into a chlorine bath to transform the powdered latex gloves to powder-free latex gloves. The glove is turned inside out and the process is repeated. The powder-free gloves are placed back into the dryers when the bathing process is completed. Quality Control TG carries out its quality control in total quality management system. In total quality management system, the process includes regular testing of raw materials, close monitoring the manufacturing process, continuous improvement on quality control, maintain regular quality control, complying with stringent quality standard, target for zero defects, good instructional labeling, efficient work standardization, continuous improvements in packing and loading, close monitoring of production process, tensile strength machine, innovative auto-stripping system, visual air pump test, water tight test, physical dimension test, protein test and powder test in their manufacturing process of latex gloves. The visual air pump test, water tight test and physical dimension test will be carried out in this quality control stage while the other test will be carry out during each manufacturing process of the latex gloves. The air pump test serves to check for holes and visual defects in gloves while th e watertight test serves to check for pinholes rate on the latex gloves. Each country will have their own acceptable quality level (AQL) in allowing the company to export product to their country. For example, the companies that want export their gloves to United States, a 2.5 AQL in the watertight test or better. The physical dimension test is used to measure the dimension of the gloves whether to know the measurement does meet the inspection level of 4.0 that set in AQL. Packing Packing is the final stage in the manufacturing process of latex gloves. TG packs their latex gloves in flat and efficient layer-by-layer to ease the dispensing of gloves in order to avoid latex gloves difficult to dispense from each gloves later. This type of packing method can reduces waste and makes latex gloves easier to take out from the box. For example, we can dispense tissue from a tissue box easily and the idea is applied to the latex gloves box dispensers. This layered technique is often use by all glove manufacturers. Lastly, when all production processes are completely carried, the latex gloves will be keep in TG warehouse for labeling and then send to their particular customers. In addition, the latex gloves are also being exported to other countries. The production processes of Top Glove are repeated for all the production lines and to ensure the latex gloves that are produced are in high quality and safe for use. Strength of the Production Process: The machine technologies that TG used to make their production processes of latex gloves are result in superior quality and it is safe to use by all consumers. The production process in TG adopts the latest manufacturing techniques by using the modern machineries. Other than that, the production processes in TG helps their company to increase precision and productivity in their latex gloves production. This is due to the advanced and modern technology that applied in the production processes. In addition, the production processes also increase the flexibility in producing latex gloves. The production processes will also increase the process stability during the manufacturing process of latex gloves. It is because the production processes are carried under a systematic production processes. The products will be produced gradually by following specific production processes and to ensure the product is high quality produced. The efficient production processes is able to help TG in saving a lot of production cost. It is because the efficient production processes can ensure that they can produce latex gloves effectively and efficiently. Then, the production processes also helps TG in reducing the number of workers. This is due to most of production processes are fully operated by the machine technology. This helps TG to save cost in the workers. Weakness of the Production Process: TG needs to invest heavily in buying the modern machineries and need to hire more experienced personnel in their production process. TG uses modern technology in carrying out their production processes to make latex gloves. The machineries that bought were extremely expensive. Thus, the maintenance of the machineries is expensive and if there had any minor or major accessories spoiled; it will be costly to the company to repair it back. It is because the accessories that are used in the machines are not for common use by other manufacturers within the same field area or other field areas and it is difficult to look for substitutes for that specific accessories. TG always checks and maintains the effectiveness of their machineries to prevent it from being spoiled. In addition, TG also needs to hire more experienced and skilled personnel with higher salary to operate the specific machineries and carry researches. Some machinery needs special skilled and experienced personnel to take charge and TG does not simply hire a worker to operate the manufacturing machineries. The experts for such operations in the latex industry are much fewer in other fields. Thus, TG needs to spend more money to hire those experts that operate their operations. Facility Layout: The layout of a company is very important because it establishes an organizations competitive priorities in regard to capacity, process, flexibility, cost, as well as quality of work life, customer contact, and image. An effective layout can help an organization achieve a strategy that supports differentiation, low cost, or response. The objective of layout strategy is to develop an effective and efficient layout that will meet the firms competitive requirements. Layout design has the following purpose:- Higher utilization of space, equipment, and people Improved flow of information, materials, or people Improved employees morale and safer working conditions Improved customer/ client interaction Flexibility (layout need to be change from time to time) TG is a company that used work cell layout to produce its products. Work cell layout means an arrangement of machines and personnel that focuses on making a single product or family of related products. A work cell reorganizes people and machines that would ordinarily be dispersed in various departments into a group so that they can focus on making a single product or a group of related products. Once the work cell has the appropriate equipment located in proper sequence, the next task will be staff and balance the cell. Normally it involves two steps. First, determine the takt time, which is the pace (frequency) of production units necessary to meet customer orders: Takt time = Total work time available/ Units required Second, determine the number of operators required: Workers required = Total operation time required/ Takt time By doing so, the company can increased equipment and machinery utilization due to better scheduling and faster material flow. Diagram below shows the layout of Top Glove company and the description of the components inside the layout:- The space of the layout is 80m (length) x 50m (width) x 8m (height) which can be categorize as a big company. Waste water- All the unwanted or wastewater will stored in this area. Latex storage- This is the place to store latex that use to produce latex gloves. It place near to the dipping line and chemical dispensing compounding ball mills because it easy for mixing work which need to combine other raw material and chemical substances with latex to produce the latex gloves. WC- This is the place for workers to refresh themselves. Tools/Maintenance- Places that put or keep the tools and equipments that used to produce the glove and for maintenance purpose. All the tools and equipments will be keeping in a specific place that easy the workers to find it. Chemical storage- All the chemical substances, which are dangerous, will keep here to avoid any accident happen and make sure the workplace is safety. This room is just nearby of the chemical dispensing compounding ball mills to make sure that the compounding work can be carry out smoothly. Dipping line- This is the place where machine is design for examination and surgical latex gloves, which include the process of auto washing, coagulants agents dipping, latex dipping, drying, and beading, fore leaching, vulcanizing, post-leaching, wet powdering, cooling, and stripping. Chemical Dispensing Compounding Ball Mills- The place that carry out the work of compounding or mixing of the raw materials, chemical substances, latex and many other to produce the gloves. Chlorination- A process of producing powder free gloves by treating these gloves with chlorine. It also removes the first layer of protein to an acceptable level. Tumbler Dryer- It is a machine that tries to dry up the gloves after all the compound mixed together. Sterilization- The place that sterilizes the gloves using Gamma irradiation to eliminate all microbial life, including highly resistant bacteria spores. Worker Canteen- Places for workers to have their meals. Plant Officer- This is the office for plant officer who supervise the production work of the company. Q.C Room- All the finished gloves will send to this room for checking before send to customer. The workers will checked the gloves one by one and see whether there are any rejected glove that do not meet the quality standard of the company. Lap Testing- Lap for chemist to test for new formula or compound that can improve the existing glove or testing for new products. This is good for the company to fight with his competitors however; some cost may be incurred for the research and development work. Packaging Area/Material- All the gloves that have go through Q.C checking will send here for packaging before sell to the customers. There are sufficient machine and material prepared for packaging work so that the glove will be pack nicely and keep in a good condition. Show Room- Room to display the products of the company. Customers who interested in the products of the company can take a look on the sample that show in this room. Company Office- Main office of the company where all the admin work of the company will carry out here. Finished Product Storage- The finished products will be stored here and waiting to send to the customers by the trucks. Strength of the Facility Layout: Top Glove used work cell layout as their strategy to produce their products to utilize the capacity of the company, which may bring a lot of advantages to the company. First, it can reduced work-in- process inventory which means there is less inventories or equipments needed to link up the work that is in different process because the work cell is set up to provide one piece flow from machine to machine. Second, less floor space required because less space is needed between machines to accommodate work-in-process inventory. For example, the tumbler dryer is place closely with the process of sterilization that uses to sterilize the gloves bacteria. Thus, it saves a lot of space between these two processes. Next, when the employees work in this kind of layout, it will heightened the sense of employees participation in the organization and the product which will encourage them to add responsibility toward the product quality because they directly associated with the products in their ow n work cell. For example, the employees who work as an operator in dipping line will feel motivated and carry out his work carefully when the manager empowered him to look after the machine or participate in any work that related to the dipping process. Lastly, increased equipment and machinery utilization is also one of the advantages because of better scheduling and faster material flow. When the glove is being chlorinate immediately it will proceed to the process of drying and after this it will go through the process of sterilization immediately as well. The fast material flow show that it utilize the machinery and equipment effectively. Weaknesses of the Facility Layout: However, there are still some weaknesses in this layout, which is the straight-line work cell layout as we can see in the dipping line. The workers in the dipping line are arrange in such way that sometime they will find that it is hard to divided their work evenly and more worker is needed compare to the U-shape work cell layout. This may cause social loafing in the workplace, which means some worker may work less as compare to his colleague. This is not good to happen in the workplace because it will lower down the morale of other worker who works hard but he just gets the same pay as his colleague who is lazy. Next, from the layout of the company, we also notice that there is only one main gate for exist and entry but no other emergency or back door in the layout. This is also a weakness of the company because there is no other emergency door for workers to escape if any accident happens. Goods and Service Design: The other strategic of this company is goods and service design. Top Gloves main productions are rubber gloves, synthetic gloves and surgical gloves. Top glove producing more latex glove as compare others glove, since latex gloves is a better choice of protection. The reasons are the latex is the main material in rubber gloves manufacture where it is the gold standard for durability. Where latex is referring to a milky, usually whitish, fluid obtained from over 1,000 species of trees and plants. It is the most important raw material used for the production of latex gloves, natural rubber latex, which derived from the Hevea Brasiliensis tree species found mainly in South East Asia though they originated from Brazil. It demonstrates superior elasticity, strength and barrier protection. It outperforms vinyl as well as any synthetic rubber in terms of maintaining barrier integrity in routine and high risks procedures. Based on the researches, the latex gloves provide up to 9 times more p rotection during normal use than non-latex gloves. The glove size is determined by measuring the circumference of the hand around the palm area with a tape measure. The usual size standard for examination gloves are of XS XL, while surgical gloves are of 6.5 8.5. The gloves thickness measured by depth protecting skin from exposure to elements. It was measured on a single wall using a micrometer over several parts of the glove, typically at the cuff, the mid-palm and the finger sections. The types of gloves are latex gloves, nitrile gloves, vinyl gloves, medical gloves, surgical gloves, disposable gloves, clean room gloves, household gloves, general-purpose gloves, and polyethylene gloves (PE glove). For example, the nitrile glove is one of the synthetic gloves that are produced from the synthetic latex of Acrylonitrile Butadiene Copolymer type, which is resistance to oil and exhibiting rubber-like characteristics. Its elasticity is good but less superior as compared to natural rub ber. It is generally more costly than natural latex gloves. Strengths of the Goods and Service design: The strengths of using this strategic which is the goods and service design are Top Gloves gloves are protect to lives and the price of it are low compare to other glove brands. When they manufacture the gloves, the gloves will test in the elongation or stretching test, to measure the strengths of the gloves. During extended surgeries, the practice of changing to a new pair of gloves prior to a critical procedure has been noted to reduce bacterial contamination. Weakness of the Goods and Service design: The weaknesses are poor donning techniques, which is can result in glove rips and tears. Healthcare personnel should take care to don gloves correctly and avoid excessive stretching. Thoroughly dry hands before sliding them into gloves. Quality Management: Quality is refers to the totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs. Every organization should manage and control of their products quality. It is important to help the organization to build a well reputation in the industry. By doing this, customer will more reliability on such product and finally help to gain the market share. Top Glove is a manufacturer company that pays much attention on the products quality. Top Glove committed and believes in top quality products, they are responsibility to ensure quality consistency and product reliability to all their customers and users. Before the products go into the packaging process and sell to the market, Top Glove has implemented the quality inspection process to make sure that their products are producing at the expected quality level. Top Glove is strongly stresses on Total Quality Management (TQM) and the Quality Control tests are conducted from the point we receive our raw materials straight through the production processes and the finished products points. Compulsory pre-shipment inspections are carried out before the delivery of each order. Top Glove is emphasis on stringent quality control procedures in line with ISO 9001 and in strict compliance with ASTM and EN 455 standards. Top Glove has using the tensile strength machine as the measurement of the stretch required to break the glove material. Glove without good vulcanized process tend to have higher tensile strength. Top Glove also has using the innovative auto-stripping system to removing the gloves from the formers, where they are turn inside out. By doing this, the productivity can be increase because it is faster than by using manual stripping. Air pump test has been used to check for holes and visual defects in gloves. Furthermore, water tight test also using by Top Glove to check on the quality of products which is a test that use to determine the AQL level of an examination gloves by checking on the pinholes of the particular gloves after filling up the gloves with 1000ml water and then check for any leakage in 2 minutes time. To ensure the quality of products, Top Glove has been conducted the protein test of the rubber. All natural rubber latex products contain protein. For latex gloves, it is t he measurement of total protein regardless of allergenic content. The ASTM D5712 standard is using the test method in the Modified Lowry assay for analysis of aqueous Extractable Protein Natural Rubber. Besides, Top Glove has using powder free technology to prevent stickiness of gloves by avoiding powder usage completely by going through chlorination or polymer coating process. Besides, Top Glove believes and emphasize strongly in Research Development (RD) to be in line with ever-changing business environment and to cater to the increasing high expectations of end-users. To keep pace with the latest development in the rubber production, Top Glove has been collaborating closely with the Rubber Research Institute of Malaysia (RRI) and Lembaga Getah Malaysia (LGM) in the latest development on rubber research technology in Malaysia. Strength of the Quality design: The company able to fulfill or able to follow the Quality control of the foreign site company needs such as European and American customers. Top Glove is a company that very strictly in controls their products quality. Before they sell the products into the market, they will make sure that all of the products are match with the ISO 9001. Because of the high quality control of the products, it may help Top Glove to have more competitive power in the market. In those western countries such as Europe and United States, most of the consumers may have high requirement of a product; they are more concern toward the quality of products instead of the price. They are willing to pay higher price that to get a high quality product. Because of the Top Glove is pay more attention on the quality control, therefore, the quality of the products is more consistent and reliability. To maintain the quality of products, Top Glove is using the innovative technology and always improving their system. With the high quality control of the products, the products quality is more consistent and seldom making substandard products; Top Glove is able to fulfill those consumers needs. Those western countries consider as larger markets in the world; by fulfill those consumers needs of the products, it may lead Top Glove to build their reputation in the market. When they have built a better reputation in the market, the consumers may tend to repurchase those high quality products; it may help the company to gain higher market share. Therefore, the company may have higher profitable. Weakness of the Quality design: The company must update their Quality control fulfillment on consistent basis from their Customers wants such as European and American customer. There is higher cost incur for updating the technology for fulfill the foreign site customer. Most of the western consumers are emphasis on the quality of the products when they are purchasing; therefore, to maintain the market share in the western market, fulfill all of the western consumers needs is important. To maintain the profitable of the company, Top Glove should always update their quality control of the products that based on the customers needs and wants. To fulfill those consumers needs, Top Glove has developed a Research Development (RD) department. This department is required to make sure that the company is using the most efficiency and latest technology in production line. To develop a RD department, there is required an extra capital investment. Besides the machines that is required of the department; some professional also needed to hire to assist in the department. When the department had developed the latest technology, Top Glove is needed to update the initial technology to the latest that can fulfill those consumers needs. However, it is costly to the c ompany. Global Forces: Political Forces The Malaysian government was strictly regulating the health and safety conditions in the Top Glove manufacturing workplace. Besides, under the regulation, the company had to follow the minimum wage on their workers. Besides, that every nation and country was conscious about the environmental issue, similarly happen to Malaysia, it was a compulsory recycling law was enforce to the Manufacturers in Malaysia. Due to this recycling law, it is good to Top Glove Corporation as they can recycle and save their cost on raw material. Thus, it significantly affects the operation of the company and there is a need for Top Glove to maintain good relationship with the ministry and government. Economical Forces Top Glove Corporation having taxes heavily as it taxed at rate that are quite high. Besides, approximately 10 percent interest rates prevailing in the Malaysia market that crea

Abortion Around the World :: Informative Essay

Procedure of abortion is known since ancient times. The word abortion is came the Latin abortus where â€Å"ab† means â€Å"amiss† and â€Å"oriri† means â€Å"likely to be born, arise†.(1) Along with infanticide it has existed in many societies, both primitive and advanced. The earliest records of an abortive technique go back about 4,600 years to an ancient Chinese work, purportedly the work of Emperor Shen Nung which prescribes the use of mercury to induce an abortion. (3) In ancient ages pessaries or vaginal suppositories were used as an abortifacients.(1) They are generally more effective than oral drugs and included substances such as juice of the wild fig, a â€Å"dairy liquid† ,which caused irritation, soapwort, myrrh, myrtle, lupine, cedar-oil mixed with water, wine, or hot oil.(1) Ancient doctors also suggested smearing on the uterine opening goose fat, mashed leek and celery, rose oils, pine resin, copper scum, boiled honey, sodium carbon ate, and even mouse dung.(1) The Egyptian Kahun Papyrus, which dates to 1850 B.C., recommend crocodile feces either for preventing conception or as an abortifacient.(2) The Ebers Papyrus, which dates to 1550 B.C., contains several recipes that â€Å"cause a woman to stop pregnancy in the first, second, or third period.† (2) One recipe for a vaginal suppository includes mixed the unripe fruit of Acacia, colocynth, dates, and 6/7 pints of honey and pouring the mixture onto a moistened plant fiber. (2) Modern Arabic women still take colocynth as an abortifacient, though one woman who took 120 grains in a powder died 50 hours later. (2) In Arabic medicine, elephant feces were frequently recommended. (2) Aristotle suggests that the conceptus had a â€Å"soul† after 40 days from conception if a male and 90 if female. (2) In addition there are similar differentiations in the Bible. (2) Later, Aristotle says that the foetus develops gradually and that it is impossible to mak e a fine judgment. Famous doctors such as Pliny the Elder, Dioscorides, and Pseudo-Galen mention more â€Å"superstitious† abortifacients, like passage over the root of a cyclamen, the egg of a crow, a snake, or a stone which was bitten by a dog. Ancient physicians also used pessaries, or vaginal suppositories, as abortifacients. They were usually more potent than oral drugs and included substances like the juice of the wild fig, a â€Å"milky liquid† which caused irritation, soapwort, myrrh, myrtle, lupine, cedar-oil mixed with water, wine, or hot oil. Physicians also recommend smearing on the uterine opening goose fat, mashed leek and celery, rose oils, pine resin, copper scum, boiled honey, sodium carbonate, and even mouse dung.

America Must Develop Alternative Fuel Vehicles :: essays papers

America Must Develop Alternative Fuel Vehicles A Formula One race car accelerates from 0 to 60 mph in under 3 seconds. How could a car that goes 0 to 60 mph in 12 seconds ever be considered cool? The people at Engine Technology International must be impressed because they’ve crowned the gas-electric hybrid powerplant from the Honda Insight as International Engine of the Year 2000.1 The truth is, with a 95-mpg potential and a 110 mph top speed, the Insight is turning everybody’s head while at the same time giving environmentalists a beacon of hope that the conventional gasoline engine may soon be shown the door. The Sierra Club honored the Honda Insight with its Award for Excellence in Environmental Engineering. This is the first product award ever given by the 108-year-old environmental group.2 We’ve heard about the electric automobile revolution for years, but only now are those promises becoming a reality. With several models available right now from Alabama dealerships, the dawn of the alternative fuel vehicle (AFV) is beginning to touch every corner of the nation. But the most important thing about these new vehicles is their superiority in some aspects to the gas-only cars and trucks we’ve all come to depend on. No longer built just to â€Å"send an environmental message†, the latest breed of vehicle can perform on par with many of the conventional vehicles you see on the road today, while giving its owner the advantages of unbelievably high fuel efficiency and extremely long operating range. The Honda Insight Hybrid EV combines a small 1.0 liter 3-cylinder gasoline engine with a 144-volt NiMH electric motor giving the Insight a range of up to 700 miles, all at a cost of around $20,000.3 With the number of companies in the electric transportation industry embarking on bold new acquisitions, the stage is now set for a more robust and competitive EV market, offering consumers a wider range of alternative modes of transportation. DaimlerChrysler has positioned itself for the future through a strategic purchase of Global Electric MotorCars (GEM), currently the largest producer in the United States of electric vehicles that can be licensed for use on public roads, producing approximately 5,000 units per year. DaimlerChrysler along with Ford Motor Company will soon be the first to sell neighborhood electric vehicles (NEVs) in the United States. Sales and leasing figures for battery and electric-duty light passenger vehicles for the last 4 years have risen from 39 units in 1996 to 1277 units in 1999 with those figures projected to be substantially higher for the year 2000.

Information Systems and Organization Essay

This paper, and the special issue, address relationships between information systems and changes in the organization of modern enterprise, both within and across firms. The emerging organizational paradigm involves complementary changes in multiple dimensions. The revolution in information systems merits special attention as both cause and effect of the organizational transformation. This can be illustrated by considering two key variables: the location of information and the location of decision rights in organizations. Depending on the costs of information transmission and processing, either the â€Å"MIS solution† of transferring information, or the â€Å"organizational redesign solution† of moving decision rights, can be an effective approach toward achieving the necessary collocation of information and decision rights. When information systems change radically, one cannot expect the optimal organizational structure to be unaffected. Considering the interplay among information, incentives and decision rights in a unified fashion leads to new insights and a better organizational planning. The papers in the special issue address different facets of this interaction. Despite significant progress, our understanding of the economic role of information systems in organizations remains in its infancy. We conclude that successful design of modern enterprise will require further narrowing  of the historic gap between research in information systems and research in economics. The organization of work is in the midst of transformation. In many industries, mass production by large, vertically-integrated, hierarchically-organized firms is giving way to more flexible forms of both internal organization and industrial structure. Work is increasingly accomplished through networks of smaller, more focused enterprises. The resulting structure of loosely coupled sub-organizations blurs the boundaries of both firms and industries. A canonical case in point is the computer industry. In the past, the industry was dominated by large, vertically-integrated firms such as IBM and Digital Equipment which created products and services throughout the value chain — from the microprocessor level all the way up to the provision of solutions. The vertical structure is now being replaced by a series of layers, each of which is, in effect, a separate industry. Value is generated by ever-changing coalitions, where each member of a coalition specializes in its area of core competence and leverages it through the use of tactical or strategic partnerships. Internally, team structures are replacing the traditional hierarchical form, and the Silicon Valley model of internal organization is emerging as a clear winner.3 Internal incentives are increasingly based on performance, and this further blurs the differences between inter- and intra-firm contracts. In sum, modern enterprise is undergoing major restructuring. In this short paper we briefly discuss the newly emerging organizational paradigms and their relationship to the prevailing trends in information technology (IT). We argue that IT is an important driver of this transformation. Finally, we place the studies selected for this special issue of the Journal of Organizational Computing within this context. 1. Emerging Organizational Paradigms: Symptoms and Causes At the turn of the century, Frederick Taylor sought to put the nascent wisdom  for successful business organization on a scientific basis. His work guided a generation of managers towards success in meshing their organizations with the technologies, markets, labor and general environment of the era. By the 1920s, Henry Ford had applied the Taylorist approach with a vengeance and soon dominated the automobile market, driving dozens of competitors under. Ironically, these same principles are almost diametrically opposed to the prevailing wisdom of the 1990s. For example, consider the following guideline from The Science of Management [1] It is necessary in any activity to have a complete knowledge of what is to be done and to prepare instructions†¦ the laborer has only to follow instructions. He need not stop to think. The current emphasis on â€Å"empowerment†, â€Å"learning organizations†, and even â€Å"thriving on chaos† stands in sharp contrast to Meyers’ advice (cf. [2] , [3] ). Similar contrast can be found with many, if not most, of the other principles that lead to success even as late as the 1960s. Consider, for example, the growing calls for downsizing (vs. economies of scale), focus (vs. conglomerates), total quality (vs. cost leadership), project teams (vs. functional departments), supplier partnerships (vs. maximizing bargaining power), networked organization (vs. clear firm boundaries); performance-based pay (vs. fixed pay), and local autonomy (vs. rigid hierarchy). Milgrom and Roberts [4] make the point that the different characteristics of modern manufacturing, an important example of the emerging organizational paradigm, are often highly complementary. This complementarity, coupled with the natural tendency to change organizational attributes one at a time, makes the transition from one paradigm to another particularly difficult. Strong complementarity implies that in order to be successful, change must be implemented simultaneously along a number of related dimensions. Organizations that adopt only one or two key components of the new organizational paradigm may fail simply by virtue of this complementarity. For instance, Jaikumar’s [5] study of 95 US and Japanese companies found that the majority of US companies had failed to achieve productivity  increases despite switching to flexible manufacturing technology. The reason was that they had preserved dozens of manufacturing practices such as long production runs and high work-in-process inventory levels, which complemented the old technology but kept the new technology from fulfilling its potential. Thus, the transition from the old structure to the new one is overwhelmingly complex. The switch would be easier if we apply design guided by theory instead of piecemeal evolution. There are many possible explanations for the change in the prevailing wisdom regarding organizational design. For instance, it is common to justify calls for radical change with reference to heightened competitive pressures: although firms that applied the old principles were among the most successful competitors of their day, presumably the nature of competition has changed in some way. Others suggest that consumer tastes have changed, making customized items more appealing than they once were. While historians would argue that the taste for mass marketed items was itself something that had to be developed in the early days of mass production, increased wealth or social stratification may make this more difficult today. It can also be argued that some of the new principles were as applicable fifty years ago as they are today, but that they simply had not yet been discovered. Although the enablers of the current organizational transformation are undoubtedly numerous and far from mutually independent, we would like to single one out for special attention: the rise in IT. Brynjolfsson [6, p.6] argues that IT is an appropriate candidate for explaining these changes for three reasons: First, compared to other explanations, the advances in information technology have a particularly reasonable claim to being both novel and exogenous. Many of the fundamental technological breakthroughs that enable today’s vast information infrastructure were made less than a generation ago and were driven more by progress in physics and engineering than business demand. Second, the growth in information technology investment is of a large enough magnitude to be economically significant †¦ the result has been what is commonly referred to as the â€Å"information explosion†Ã¢â‚¬ ¦ Third, there is a  sound basis for expecting an association between the costs of technologies that manage information and the organization of economic activity. The firm and the market have each been frequently modeled as primarily information processing institutions (see Galbraith [7] and Hayek [8] , respectively). Miller [9] foresaw the key features of the new paradigm as a natural outcome of the information era and the associated â€Å"economy of choice†: The new technologies will allow managers to handle more functions and widen their span of control. Fewer levels of management hierarchy will be required, enabling companies to flatten the pyramid of today’s management structure. The new information technologies allow decentralization of decision-making without loss of management awareness; thus employees at all levels can be encouraged to be more creative and intrapreneurial. The key responsibility of the CEO will be leadership; to capture the light or energies of the organization — like a lens — and focus them on the key strategic objectives. The new organizational paradigm is indeed intertwined with the structure of an organization’s information systems. Under the old paradigm, the firm was governed by a relatively rigid functional structure. This separation into distinct and well-defined organizational units economizes on the information and communications requirements across functional units and reduces cost and complexity. There is a tradeoff, however: the old structure is less flexible, less responsive and ultimately results in lower quality. In our view, the growing use of IT and the trend towards networking and client-server computing are both a cause and an effect of the organizational transition. Lowering the costs of horizontal communications, facilitating teamwork, enabling flexible manufacturing and providing information support for time management and quality control are key enablers on the supply side. It is equally clear that the new organizational paradigm demands new information systems: nothing can be more devastating for cross-functional teamwork than a rigid information system that inhibits cross-functional information flows. We can unify these perspectives by noting that the structure of the organization’s information system is a key element of  organizational transformation. Changes in IT change the nature of organizations just as changes in organizational structure drive the development of new technologies. 2. Information Systems, Economics and Organizational Structure Jensen and Meckling [10] provide a useful framework for studying the complementarities between information systems, incentive structures and decision rights in organizations. In their framework, the structure of an organization is specified by three key elements: (i) The allocation of decision rights (i.e., who is responsible for what actions/decisions); (ii) the incentive system, which defines how decision makers are to be rewarded (or penalized) for the decisions they make; and (iii) a monitoring and measurement scheme used to evaluate these actions and their outcomes. According to Jensen and Meckling, informational variables are key to the structure of organizations because the quality of decisions is determined by the quality of information available to the decision maker. The co-location of information and decision rights enables the decision maker to make optimal decisions. The implementation of this co-location depends on the nature of the pertinent information. Jensen and Meckling distinguish between â€Å"specific knowledge† which is localized, difficult to represent and transfer, and depends on idiosyncratic circumstances, and â€Å"general knowledge† which can be easily summarized, communicated and shared by decision makers. Now, there are two ways to bring information and decision rights together: (i) â€Å"The MIS solution†: transfer the information required for the decision to the decision maker, using the organization’s (possibly non-automated) information systems; or (ii) â€Å"the organizational redesign solution†: redesign the organizational structure so that the decision making authority is where the pertinent information is. By definition, general knowledge which is useful for a decision calls for the â€Å"MIS solution† because it can be transferred at low cost. In contrast, when specific knowledge plays a key role in a decision, the best solution calls for restructuring decision  rights so as to provide the decision authority to the one who possesses or has access to the pertinent information (since the transfer of specific knowledge is too costly).4 Jensen and Meckling thus represent the structure of organizations as an efficient response to the structure of their information costs. But then, a change in information costs must induce a change in organizational structure. In particular, IT has changed the costs of processing and transferring certain types of information (e.g. quantitative data), but has done little for other types (e.g. implicit knowledge or skills). IT changes the structure of organizations by facilitating certain information flows as well as by turning knowledge that used to be specific into general knowledge. By developing a taxonomy of information types and identifying the differential impacts of new technologies on their transferability and importance, we can take a significant step towards applying the simple insight that information and authority should be co-located [11] . Intra-organizational networks and workgroup computing facilities reduce the information costs of teamwork and hence make it a more efficient solution to the organizational design problem. Client-server computing technology lowers cross-functional (as well as geographic) barriers. IT (when applied properly) streamlines the types of information that used to be the raison d’etre of middle management — quantitative control information — and turns it into general knowledge that can be readily transmitted to, and processed by, people other than those who originally gathered the data. A reduction in the number of management layers and the thinning out of middle management ranks is the predictable result. Similar considerations apply to enterprises that cross firm boundaries. As a simple example, consider the organization of trading activities [12, 13, 14] . Traditionally, trading took place on the floor of an exchange, which was the locus of numerous pieces of specific knowledge, ranging from the hand signals indicating bids and offers to buy and sell a security to traders’ facial expressions and the â€Å"atmosphere† on the floor of the exchange. Under that structure, much of the information pertinent to trading is specific and  localized to the floor. Thus, when an investor instructs her broker to sell 1,000 shares of a given stock, the broker transmits the order to the floor of the exchange and only the floor broker attempts to provide â€Å"best execution†. The decision rights (here, for the trading decisions) are naturally delegated to the decision maker who has the pertinent specific knowledge, and since that knowledge resides on the floor of the exchange, the floor broker is best suited to have the decision rights. Technology, and in particular â€Å"screen-based† systems, turns much of the specific knowledge on the floor (i.e., bids and offers) into general knowledge. This shifts decision rights up from the floor to the brokers’ screens. The inevitable result is the decline of the trading floor and the increased importance of brokers’ trading rooms. The demise of the trading floor in exchanges that turned to screen-based trading (such as London and Paris) is a natural outcome of the shift in the locus of knowledge. More generally, markets — in particular, electronic markets –transform specific knowledge into general knowledge [15] . Ironically, even as IT has sped up many links of the information processing chain and vastly increased the amount of information available to any one decision-maker, it has also led to the phenomenon of â€Å"information overload†. This can perhaps best be understood by a generalization of the Jensen and Meckling framework to include finite human information processing capacity. As more information moves from the â€Å"specific† category to the â€Å"general† category, the limiting factor becomes not what information is available but rather a matter of finding the human information processing capacity needed to attend to and process the information. Computers appear to have exacerbated the surfeit of information relative to processing capacity, perhaps because the greatest advances have occurred in the processing and storage of structured data, which is generally a complement, not a substitute, for human information processing. As computer and communications components increase their speed, the human bottleneck in the information processing chain becomes ever more apparent. Information overload, when interpreted in light of this framework, can provide an explanation for the increased autonomy and pay-for-performance  that characterize a number of descriptions of the â€Å"new managerial work† (cf. [6] ). Economizing on information costs means that more decision rights are delegated to line managers who possess the idiosyncratic, specific knowledge necessary to accomplish their tasks. Shifting responsibility from the overburdened top of the hierarchy to line personnel not only reduces the information processing load at the top of the hierarchy, but also cuts down unnecessary communications up and down the hierarchy. This blurs the traditional distinction between â€Å"conceptualization† and â€Å"execution† and broadens the scope of decision rights delegated to lower level managers. By the Jensen-Meckling [10] framework, any such shift in decision authority (and in the associated routing of information) must also be accompanied by a change in the structure of incentives. Disseminating information more broadly is ever easier with IT, allowing line workers to take into account information that goes well beyond the formerly-narrow definitions of their job. Meanwhile, providing the right incentives for the newly â€Å"empowered† work force is an equally crucial element of the current reorganization of work. Agency theory predicts that performance-based â€Å"pay† is necessary when decision rights are decentralized (otherwise, the agents may be induced to act in ways that are inconsistent with overall organizational goals). It therefore follows that incentive-based compensation is appropriate for better-informed workers [16].5 Thus, the confluence of better-informed workers, an empowered workforce and more incentive-based pay is consistent with our thesis that IT is a key driver of the new organizational paradigm. Furthermore, the theory of incomplete contracts suggests that the analysis can be extended to include interorganizational changes such as increased reliance on outsourcing and â€Å"networks† of other firms for key components [17] . Here again the shift can be explained in incentive terms: one ultimate incentive is ownership, so entrepreneurs are likely to be more innovative and aggressive than the same individuals working as â€Å"division† managers. Both within and across organizations, then, changes in information systems are accompanied by changes in incentives and in the organization of work. 3. The Special Issue The papers in this special issue attest to the role of information systems in the structure of modern enterprise and the blurring of the differences between inter- and intra-firm transactions. Starting from the firm’s level, Barron’s paper studies how a firm determines its internal organization and how IT affects this determination. Barron considers a traditional firm, with well-defined boundaries that are endogenously determined by considering flexibility and scope of control. Ching, Holsapple and Whinston broaden the scope of the enterprise to the â€Å"network organization† — a construct obtained by tying together a number of firms that cooperate through a well-defined communication mechanism. Specifically, they use a bidding protocol to manage the relationship between suppliers and producers. Beath and Ang examine another form of inter-firm cooperation, the relational contract, in the context of software-development outsourcing. They show how relational contracts embody a relationship that can be characterized as a network consisting of two organizations. Whang studies a more subtle form of networking — information sharing between buyers and suppliers. Bakos and Brynjolfsson examine the impact of incentives and information costs on the nature of buyer-supplier relationships. They show that committing to a partnership with a small number of suppliers can be an optimal strategy for a buyer because it will maximize the suppliers’ incentives for non-contractible investments such as information sharing, innovation or quality. The papers thus present a spectrum ranging from a study of the boundaries of the traditional firm through different forms of networking to explicit buyer-supplier relationships. A common theme is the organization of work so as to reduce overall information costs not only within an organization but across them as well. The surviving enterprise is often (though not always) the one that attempts to reduce information costs while capitalizing on the comparative advantage of the participating organizations. This calls for â€Å"opportunistic cooperation† that benefits the members of the network for as long as they cooperate. IT reduces the costs of such cooperation by  facilitating communication and increasing the flexibility of the participating organizations. Using the Jensen-Meckling terminology, different network participants can make more effective use of their specific knowledge when the costs of transferring and processing general knowledge are reduced. Further, technology enables the development of markets that, by their very nature, transform specific knowledge into general knowledge. Thus, the bidding and communications protocols proposed by Ching, Holsapple and Whinston in their paper â€Å"Modeling Network Organizations† effectively transform the specific knowledge inherent in the production technology of the competing suppliers into general knowledge that encompasses not only prices but also their reputations. From this perspective, IT is key to the development of network organizations. In his paper â€Å"Impacts of Information Technology on Organizational Size and Shape: Control and Flexibility Effects†, Barron builds a stylized quantitative model to study the impact of IT on the structure of organizations. Examining flexibility and scope of control, he identifies sixteen different cases with different patterns of the actual causality between IT and firm structure. Barron shows that simplistic statements regarding the impact of IT are not as straightforward as one might imagine due to the interaction of size, scope and flexibility. His results suggest that the impact of IT is rather complex, and that further specification is necessary prior to making predictions on the impact of IT on organizational size or shape. â€Å"Hierarchical Elements in Software Contracts† by Beath and Ang focuses on the contractual structure of outsourced software development. This is an interesting example of the new organizational paradigm because of the key role of information systems in any organization. Effective software development hinges on cooperation, communication and joint management which are at the heart of the new organizational paradigm. Beath and Ang examine the mechanisms used to govern outsourcing projects as specified in their outsourcing contracts. They suggest that the relational contract, which converts an arms-length transaction into a joint project with governance and resolution procedures that resemble those used by firms internally, is an  effective way to accomplish this. Thus, while Ching, Holsapple and Whinston view bidding and explicit reputation formation as the alphabet of the network organization, Beath and Ang view actual contract clauses as the key linguistic constructs. The paper shows how the structure of the contract is driven by the attributes of the project as well as those of the parties to the transaction. In â€Å"Analysis of Economic Incentives for Inter-Organizational Information Sharing†, Whang addresses the question of information sharing in non-cooperative buyer-supplier settings. Whang studies this question for two different models. He first shows that due to adverse incentives, suppliers will not be willing to share information regarding their costs. The situation is different when the information to be conveyed is regarding the expected delay or lead time. Whang shows that suppliers are better off disclosing lead-time information to buyers (when the demand curve for their product is convex). This result is consistent with our general thesis, whereas the former one introduces a note of caution: adverse incentives pose limits to the scope of information sharing among network organizations. In â€Å"From Vendors to Partners: Information Technology and Incomplete Contracts in Buyer-Supplier Relationships†, Bakos and Brynjolfsson start with the assumption that, in many cases, complete information exchange between two firms will be infeasible, so any contract between them will be â€Å"incomplete† in the sense that some contingencies will remain unspecified. They then explore how the interplay of IT and organizational structure can affect the role of non-contractible investments, such as innovation, quality and the exchange of information. For example, Bakos and Brynjolfsson show that when fewer suppliers are employed, they collectively capture a larger share of the benefits of the relationship, and this will increase their incentives to make non-contractible investments. As a result, even when search costs are very low, it may be desirable for the buyer to limit the number of employed suppliers, leading to a partnership-type of relationship, rather than aggressively bargaining for all the benefits by threatening to switch among numerous alternative suppliers. Like Whang, they show that the incentive effects of the applications of IT must be explicitly considered in any model  of their effect on inter-organizational cooperation. 4. Conclusion In this paper, we have stressed the joint determination of the location of information and decision rights. The default mechanism used to achieve this co-location depends on one’s point of reference. Information Systems researchers are likely to take the locus of decision authority for granted. They will typically focus their attention on devising schemes that will efficiently organize, retrieve, sort, filter, transmit and display information for designated decision makers. In contrast, the economist is likely to focus on the allocation of decision rights and the concomitant effect on incentives.6 As we discussed in Section 2, transferring information and transferring decision authority are two sides of the same question. Because economics and information systems research evolved to address different problems, this complementarity long went unnoticed. Each of the papers in the special issue addresses a different aspect of the interplay among information, incentives and the structure of economic enterprise. In every case, insights resulted when both information and incentives were explicitly considered. Each paper contributes an additional piece to an emerging mosaic that describes not only the features of the new organization, but also gives some insight into their theoretical underpinnings. The papers in this special issue also highlight the incomplete state of knowledge in the subject area and the dearth of empirical guidance to the formulation and testing of theoretical research. We started this paper with a discussion of the computer industry as the canonical example of the new paradigm as exercised in Silicon Valley, and continued by arguing that its products actually fuel the shift to this paradigm. It is only appropriate to close the loop by examining the dictum of that paradigm as it applies to the inner workings of firms in the computer industry. A major effort along these lines in being undertaken by one of the authors and his colleagues in Stanford University’s Computer Industry Project. Understanding these changes so that they can be harnessed for productive ends remains a central challenge for the next decade of research. The rapid progress in designing computers and communications systems contrasts starkly with the uncertainty clouding organizational design. Yet, new ways of organizing will be necessary before the potential of IT can be realized. Furthermore, because the new organizational paradigms involve numerous complementarities, the trial-and-error methods which were important in the rise of the organizational forms of the past century, such as large hierarchies and mass markets, may be unsuited for making the next transition. Understanding and implementing one aspect of a new organizational structure without regard to its interaction with other aspects can leave the make the organization worse off than if no modifications at all were made. Design, rather than evolution, is called for when significant changes must be made along multiple dimensions simultaneously. Successful organizational design, in turn, requires that we understand the flow of information among humans and their agents every bit as well as we understand the flow of electrons in chips and wires. Perhaps, then, the revolution in information processing capabilities not only calls for a change in business organization, but also a re-evaluation of the historic separation between Information Systems and Economics. REFERENCES [1] Meyers, G. The Science of Management. In C. B. Thompson (Eds.), Scientific Management Cambridge: Harvard University Press, 1914. [2] Kanter, R. M. â€Å"The New Managerial Work.† Harvard Business Review, Nov-Dec, 1989, pp. 85-92. [3] Peters, T. Thriving on Chaos, Handbook for a Management Revolution. New York: Knopf, 1988. [4] Milgrom, P. and Roberts, J. â€Å"The Economics of Modern Manufacturing: Technology, Strategy, and Organization.† American Economic Review, Vol. 80, No. 3, 1990. [5] Jaikumar, R. â€Å"Post-Industrial Manufacturing.† Harvard Business Review, November-December, 1986, pp. 69-76. [6] Brynjolfsson, E. Information Technology and the ‘New Managerial Work’. Working Paper # 3563-93. MIT, 1990. [7] Galbraith, J. Organizational Design. Reading, MA: Addison-Wesley, 1977. [8] Hayek, F. A. â€Å"The Use of Knowledge in Society.† American Economic Review, Vol. 35, No. 4, 1945. [9] Miller, W. F. The Economy of Choice. In Strategy, Technology and American Industry HBS Press, 1987. [10] Jensen, M. and Meckling, W. Knowledge, Control and Organizational Structure Parts I and II. In Lars, Werin and Hijkander (Eds.), Contract Economics (pp.251-274). Cambridge, MA: Basil Blackwell, 1992. [11] Mendelson, H. On Centralization and Decentralization. Stanford, forthcoming, 1993. [12] Amihud, Y. and Mendelson, H. An Integrated Computerized Trading System. In Market Making and the Changing Structure of the Securities Industry (pp. 217-235). Lexington Heath, 1985. [13] Amihud, Y. and Mendelson, H. (1989). The Effects of Computer-Based Trading on Volatility and Liquidity. In H. C. Lucas Jr. and R. A. Schwartz (Eds.), The Challenge of Information Technology for the Securities Markets. (pp. 59-85). Dow Jones-Irwin. [14] Amihud, Y. and Mendelson, H. â€Å"Liquidity, Volatility and Exchange Automation.† Journal of Accounting, Auditing and Finance, Vol. 3, Fall, 1988, pp. 369-395. [15] Malone, T. W., Yates, J. and Benjamin, R. I. â€Å"Electronic Markets and Electronic Hierarchies.† Communications of the ACM, Vol. 30, No. 6, 1987, pp. 484-497. [16] Baker, G. P. â€Å"Incentive Contracts and Performance Measurement.† Journal of Political Economy, Vol. 100, No. 3, June, 1992. [17] Brynjolfsson, E. â€Å"An Incomplete Contracts Theory of Information, Technology, and Organization.† Management Science, forthcoming, 1993.

Managing Diversity in the Workplace

Many people believe that discrimination is a thing of the past. They acknowledge that discrimination in the workplace was a serious problem in earlier times. In the present times, there is already heightened awareness of the problem, as well as the significant legal and financial consequences, have eliminated most forms of discrimination.Aside from globalization, â€Å"multiculturalism† has become one of the buzzwords of the Information Age. Multiculturalism connotes diversity in culture and society. In realization of the diversity in American culture, multiculturalism has its roots in the things that separate people from each other. Varieties of multiculturalism go in different directions; but whether radical or liberal, whether emphasizing power or weakness and the distinct contributions of each ethnic group, multiculturalism keeps coming back to its roots in the word â€Å"difference†.The ideal of diversity, the mixing of things up, spreading the wealth, creating a n ew concept of â€Å"us†, never quite ensued rapidly. In relating to racial, ethnic and sexual identity, multiculturalism carved out discrete areas of high visibility but kept those areas self-contained. Since the middle of the 1990's, dissatisfaction with this situation has been widespread, especially as the very concept of race has been forcefully called into question. Black may have been beautiful in the 1960's, and powerful in the 1970's, but it has also become increasingly viewed by cultural historians as a social construct, one fixed in place only by racism itself (Cotter, 2001).As most of the people leading America's major institutions have grown up in segregated communities with segregated schools, they have had limited opportunities to interact with people from different cultures-people whose first language may not be English, or whose skin color is not the same as their own. Many of these leaders have internalized all the stereotypes about race, gender, sexual orient ation and ethnicity that are built into the structures of our society and our organizations.They are ill prepared for the heterogeneity which exists in most organizations today and will surely exist in all organizations tomorrow. The dramatic changes that are upon us are creating an imperative to consider real integration of all workers–not as a matter of social justice or civil rights, but as a necessity for survival (Cross, 2000, p. 2).Despite the fact that there are laws that inhibit, discrimination still exists in many corporations. Class-action discrimination lawsuits are still being settled every day to the tune of millions of dollars. For example, Texaco settled a $176.1 million racial discrimination lawsuit involving 1,400 employees;Ford Motor Company agreed to pay $3 million to settle allegations that women and minority applicants were discriminated against in the hiring process at several Ford plants; and Coca-Cola settled a racial discrimination lawsuit for $192.5 million. Currently, unsettled suits alleging workplace discrimination are pending at organizations ranging from Johnson & Johnson and BellSouth to the National Football League (George and Jones 2005, 341).In someone's place of employment, for example, what does it mean when individual differences are distributed unequally across organizational levels or among work functions? What are the implications of some members holding majority status while others are minorities in respect to representation with the organization?The daily work challenges faced by minority cultures or populations in organizations can range from having to deal with misunderstandings and lack of sensitivity on the one hand to suffering harassment and discrimination, active or subtle, on the other. In respect to race relations in the workplace, a Fortune magazine article once concluded: â€Å"The good news is, there's plenty of progress for companies and employees to talk about.†¦ But what often doesn't get s aid, especially in mixed-race settings, is how much remains to get done† (Mehta 2000, p. 182).A recent study revealed that when rà ©sumà ©s are sent to potential employers, those with white-sounding first names, such as Brett, received 50 percent more responses than those with black-sounding first names, such as Kareem. The fact is that such bias can still be limiting factors in too many work settings (Columbus Dispatch, 2003). Prejudice, or the holding of negative, irrational opinions and attitudes regarding members of diverse populations, sets the stage for diversity bias in the workplace.Such bias can result in discrimination that actively disadvantages individuals by treating them unfairly and denying them the full benefits of organizational membership. This means that even though organizations are changing today, people are still aware that most senior executives in large organizations are older, white, and male. There is still likely to be more workforce diversity at l ower and middle levels of most organizations than at the top.In seeing diversity, one common theme in some approaches is that â€Å"diversity is about all kinds of difference.† However, this view takes us down a dead-end road. Surely, the goal of management in general is just that: â€Å"managing all kinds of difference.† It is clear that what is   needed from a field that is called â€Å"managing diversity† are theories and practices that help organizations reduce discrimination and enable employees who are increasingly diverse by race, gender, sexual orientation and ability to work together effectively.Managers not only need to be competent in basic management skills, they need to learn how to apply those skills competently and comfortably when the employees in their charge are not like them. They need to know how to apply the organization's policies and practices equitably to all employees.When managers become aware of evidence of potential discrimination, they need to pay immediate attention and act proactively to address the potential problem and perhaps change the organization's policies and practices. The management and leadership implications should be summed up in the concept of managing diversity. R. Roosevelt Thomas Jr. (1992) defines this as the process of comprehensively developing a work environment that is for everyone, that allows â€Å"all kinds of people to reach their full potential.†To help guide others in managing diversity, he poses these questions: (1) â€Å"What do I as a manager need to do to ensure the effective and efficient utilization of employees in pursuit of the corporate mission?† (2) â€Å"What are the implications of diversity for the way I manage?† When all managers can answer these questions positively Thomas calls the organization â€Å"diversity mature.†In such organizations, there is a diversity mission as well as an organizational mission; diversity is viewed as a strat egic imperative and the members understand diversity concepts. Ultimately, Thomas & Woodruff (1999) considered the basic building block of a diversity-mature organization is to become the â€Å"diversity-mature individual†. According to Thomas & Woodruff, a â€Å"diversity-mature individual† is someone who can positively and honestly answer the nine questions posed in The Effective Manager 2.1:Are You Mature on Diversity?1.  Ã‚  Ã‚  Ã‚  Ã‚   Do you accept personal responsibility for improving your performance?2.  Ã‚  Ã‚  Ã‚  Ã‚   Do you accept personal responsibility for improving your organization's performance?3.  Ã‚  Ã‚  Ã‚  Ã‚   Do you understand yourself and your organization?4.  Ã‚  Ã‚  Ã‚  Ã‚   Do you understand important diversity concepts?Do you make decisions involving differences based on ability to meet job requirements? Do you understand that diversity is complex and accompanied by tensions? Are you able to cope with complexity and tensions in addr essing diversity? Are you willing to challenge the way things are? Are you willing to learn continuously?In a research reported by the Gallup Management Journal (December 2001), revealed that establishing a racially and ethnically inclusive workplace is good for morale. In a study of 2014 American workers, those who felt included were more likely to stay with their employers and recommend them to others. Survey questions asked such things as: â€Å"Do you always trust your company to be fair to all employees?†Ã¢â‚¬Å"At work, are all employees always treated with respect?† â€Å"Does your supervisor always make the best use of employees' skills?† they have gathered a conclusion that organizational culture of inclusivity counts both in terms of respect for people and in building organizational capacities for sustainable high performance.Thus, managers and business leaders today find that managing diversity makes good business sense as a strategic imperative, not ju st a legal and moral one. A diverse workforce offers a rich pool of talents, ideas, and viewpoints useful for solving the complex problems of highly competitive and often-uncertain environments. No doubt that well-managed workforce diversity increases human capital. If we are to succeed in helping our organizations and our society become more equitable, more open, more inclusive and more profitable, we must not fall into power struggles between the management and its subordinates.There is still no panacea that would eventually eliminate racial and gender biases, but in working together to the advantage of everyone will somehow dissolve the various barriers that impede productive output and understanding our fellowmen. This is because the success of an organization mainly lies on a common consensus that considers diversity to be an opportunity for everyone in an organization to learn from each other and harness each other’s cooperation in order to improve the quality of the pe rformance – as an individual, as a group and as a company.ReferencesColumbus Dispatch. (2003, January 17). Racism in Hiring Remains, Study Says. p. B2.Cross, E. Y. (2000). Managing Diversity–The Courage to Lead. Westport, CT: Quorum Books.Gallup Management Journal. (2001, December). The Most Inclusive Workplaces Generate the Most Loyal Employees. Gallup Group.George, Jennifer M. & Jones, Gareth R. (2005). Understanding and Managing Organizational Behavior, (4th ed.), New York: Prentice-Hall – Pearson Education Company.Mehta, Stephanie N. (2000, July 10). What Minority Employees Really Want, Fortune, pp. 181–186.Thomas, R. Roosevelt Jr. (1992). Beyond Race and Gender (New York: AMACOM), p. 10Thomas, R. Roosevelt Jr. & Woodruff, Marjorie I. (1999).Building a House for Diversity (New York: AMACOM).