The conditions of the factories Essay Example for Free

The conditions of the factories Essay I am writing to you in concern of the conditions of the factories. I have interviewed a male and female worker and an Orphanage Director. An Owner And an overseer have also been spoken to about they way things are being run in the mill factory. Its been long enough and the factories need to be changed now. The working hours are extremely long and the workers hardly get any sleep. I am surprised that none of the factory owners have changed this because it is in their interest why they should be changed. If the workers have less hours working and more hours for sleep, rest and eating, the workers will perform better and the factory will produce a lot more products. From my sources I have found out that all the workers get up and work at three am and end at nine to ten pm. Thats over eighteen hours a day. Whats worse is they only get five hours of sleep. If you reduced the working hours and added more time for sleeping, the tasks would be completed with more speed. The wages for the workers are unreasonably low. From what I have heard the adults are given fifteen pence a week, and children earn five a week. This needs to be changed quickly so that the children can feed themselves and the rest of their family if they need to. The workers also need enough money to buy new clothes and a bit extra for there own choice. The children get paid in tokens to spend in the factory shop. This is a good thing to have so the children dont spend the wages on other things then the essential food and water. But the children need to have money in cash so they can buy clothes and other things they may need to keep healthy. At the moment the children are cheap labour for the factory. I have noticed when I have visited some of the factories that there are some very young people working there. I have heard from some workers that there children as young as four years old working there. The overseer said there was only allowed to be over thirteens working. But thats not true. The owner of the Orphanage who is selling the children to the factory also claims she is only selling over thirteens. Thats not correct either. Whats disturbing is that the Orphanage Director spends an alarming amount of her profit on alcohol. I recommend that children should have to be 14 or over to work in the factories all over England. The employees need a nutritional and healthy diet to stay alive. But the foods the factories are serving in the extremely short lunch breaks seem to be very unhealthy. This has to be altered in order for the workers ability to be improved. The workers need to be able to use the lavatory when they need to. A young employee I interviewed said that the factory is hot, damp and it smells atrocious. It smells bad because the owner does not let the workers use the toilet often. Another worker told me that there were people watching so they did not fall asleep or he would strike them with his belt. The child workers have to crawl under the machines and fix them because they are smaller than the adults who work there. One child told me that they dont switch off the machines when the children crawl under and that they have no guards protecting them. That is outrageous. If the factory doesnt want to keep buying more employees they wont want to kill there workers buy not adding a simple guard. Another factory inspector told me what he saw was happening to a young girl, She was caught up by her apron, which wrapped around the shaft. She was whirled round and repeatedly forced between the shaft and the carding engine. (Her right leg was found some distance away). There are some good things about the factories like children given tokens to spend on nothing but food and some factory owners and industrialists subsidize housing and some even help financially with schooling. The factories need to be changed in some very simple ways which will help by aiding the performance of a worker like less labour hours and more lunch and sleeping hours and food needs to become more healthy with nutritional ingredients. The factories at the moment have terribly bad working conditions with no fresh air witch can easily be ventilated with out ruining the cotton. There are many ways in which we can help the factories become a healthier and a more enjoyable place to work. I very much hope that you will help to improve these factories from this letter I have wrote you will change the bad things happening.

Explaining CAM And Its Followers

Explaining CAM And Its Followers BASIC DEFINITION OF CAM A cam is a mechanical component of a machine that is used to transmit motion to another component, called the follower, through a prescribed motion program by direct contact. INTRODUCTION TO CAM AND FOLLOWERS A cam follower, also known as a track follower,[1] is a specialized type of roller or needle bearing designed to follow cams. Cam followers come in a vast array of different configurations, however the most defining characteristic is how the cam follower mounts to its mating part; stud style cam followers use a stud while the yoke style has a hole through the middle.[2] The first cam follower was invented and patented in 1937 by Thomas L. Robinson of the McGill Manufacturing Company.[3] It replaced using just a standard bearing and bolt. The new cam followers were easier to use because the stud was already included and they could also handle higher loads.[ CAM AND MECHANISMS A cam mechanism consists of three elements: the cam, the follower (or follower system), and the frame. The follower is in direct contact with the cam. The cam may be of various shapes. The follower system includes all of the elements to which motion is imparted by the cam. This may be connected directly to the follower, or connected through linkages and gearing. The frame of the machine supports the bearing surfaces for the cam and for the follower. A CAM changes the input motion, which is usually rotary motion (a rotating motion), to a reciprocating motion of the follower. They are found in many machines and toys WHAT IS THE CONCEPT BEHIND CAM? A CAM is a rotating machine element which gives reciprocating or oscillating motion to another element known as follower. The cam and follower has a point or line contact constitute a higher pair or you can say that it is the mechanicl component of a machine that is used to transmit the motion to the another component of the machine called the follower, through a prescribed program by direct contact.The contact between them is maintained by an external force which is generally provided by the spring or sometimes by the weight of the follower itself ,when it is sufficient. Cam is the driver member and the follower is the driven member. The follower is in direct contact with the cam. CAM MECHANISM CONSIST OF THREE MECHANISMS CAM:It may be of many shapes FOLLOWER: It includes all the elements to which motion is imparted by the cam.This may be connected directly by the cam.This may be connected directly to the follower, or connected through linkages and gearing. FRAME: The frame of the machine supports the bearing surfaces for the cam and for the follower. APPLICATIONS OF CAM AND FOLLOWERS Cam and follower are widely used for operating inlet and exhaust valve of I C engine. These are used in wall clock. These are used in feed mechanism of automatic lathe Machine. These are used in paper cutting machine. Used in weaving textile machineries. The cam mechanism is a versatile one. It can be designed to produce almost unlimited types of motioning the follower. It is used to transform a rotary motion into a translating or oscillating motion. On certain occasions, it is also used to transform one translating or oscillating motion into a different translating or oscillating motion. Cams are used in a wide variety of automatic machines and instruments. The certain usuages of cam and followers that includes textile machineries, computers, printing presses, food processing machines, internal combustion engines, and countless other automatic machines, control systems and devices. The cam mechanism is indeed a very important component in modern mechanization. CLASSIFICATION OF CAMS Based on the physical shape Disk or plate cams Working of the disc cam with reciprocating follower. Working of the disc cam with oscillating follower. Cylindrical cam Translating cam CLASSIFICATION OF FOLLOWES (i) Based on surface in contact (a) Knife edge follower (b) Roller follower (c) Flat faced follower (d) Spherical follower (ii) Based on type of motion Oscillating followe Translating follower (iii) Based on line of action Radial (in line) follower (b) Off-set follower Cams can be conveniently classified into two main groups Group a: Cams that impart motion to the follower in a plane in line with the axis of rotation of the cam (as does a cylindrical cam). Group b: Cams that impart motion to the follower in a plane at 90 degrees to the axis of rotation, as with face or edge cams.Most cams fall into this category. TYPES OF CAMS Eccentric cam: A circular cam is often called an eccentric cam because the axis of rotation of the cam is offset from the geometric center of the circular disc. Concentric disc: A concentric disc attached to a rotating shaft would have its axis of rotation coinciding with its geometric center. PROFILE SHAPES OF SOME CAMS: PEAR-SHAPED CAMS: These type cams are often used for controlling valves. For example, they are used on motor car camshafts to operate the engine valves. A follower controlled by a pear-shaped cam remains motionless for about half a revolution of the cam. During the time that the follower is stationary, the cam is in a dwell period. During the other half revolution of the cam, the follower rises and then falls. As the pearshaped cam is symmetrical, the rise motion is the same as the fall motion. Edge cams It must be appreciated that this type of cam, where the follower is in contact with the edge of the cam disc, is only capable of imparting positive motion to its follower in one direction, that is, during the rise portion of the cam movement. During the fall portion of the cam movement the follower must be maintained in contact with the cam either by the mass of the follower and its mechanism or, more usually, by a spring. Both methods have their advantages. Box cams A groove can be milled in the face of cam discs. As the cam rotates, a follower located in the groove has its motion guided by the groove. This type of cam is called a box cam. Cylindrical cams: Cylindrical cams are used when motion has to be transmitted parallel to the axis of rotation of the cam. The cylindrical or barrel cam consists of a rotating cylinder with a helical (screw shaped) groove in its curvedsurface. A follower with a tapered roller end is located in the groove. As the cylinder turns, the follower moves in a straight line parallel to the axis of the rotation barrel cam. This type of cam is often used to guide thread on sewing machines, looms and fabric making machines. CIRCULAR CAMS: These cams are sometimes called eccentric cams. The cam profile is a circle. The center of rotation of the cam is often from the geometric center of the circle. The circular cam produces a smooth form of motion called a simple harmonic motion. These cams are often used to produce motion in pumps. Circular cams are often used to operate steam engine valves. As the cam is symmetrical, the rise and fall motions are the same. HEART SHAPED CAMS: This cam causes the follower to move with a uniform velocity. Heart-shaped cams are essential when the follower motion needs to be uniform or steady as, for example, in the mechanism that winds thread evenly on the bobbin of a sewing machine. A heart-shaped cam can be used for winding wire evenly on the former of a solenoid. UNIFORM ACCELERATION AND RETARDATION CAMS: A cam shaped as shown controls the motion of the follower so that it moves with uniform acceleration and retardation. The follower gains and looses velocity at a constant rate. Uniform acceleration and retardation cams are used to controls the motion of linkages in complex machinery. Types of Cam Followers There are three types of cam followers, and since the type of follower influences the profile of the cam it is worthwhile considering the advantages and disadvantages of each type. The three types are the knife-edge, the roller follower and the flatfoot or mushroom follower. The Knife Edge Follower: This is the simplest type, is not often used due to the rapid rate of wear. When it is adopted, it is usually for reciprocating motion, running in slides and there is considerable side thrust, this being a component of the thrust from the cam. The Roller Follower: This eliminates the problem of rapid wear since the sliding effect is largely replaced by a roller action. Some sliding will still take place due to the varying peripheral speed of the cam profile, due to the changing radius of the point of contact. Note also that the radial position of the contact between the cam and the roller, relative to the follower center, will change according to whether a rise or fall motion is taken place: this fact has to be considered when constructing the cam profile. Again,with the roller follower, considerable side thrusts are present, a disadvantage when dealing with reciprocating motions. This side thrust will be increased when using small rollers. The Flat Foot or Mushroom Follower: This has the advantage that the only side thrust present is that due to the friction between the follower and the cam. The problem of wear is not so great as with the knife-edge follower, since the point of contact between the cam and follower will move across the face of the follower according to the change of shape of the cam. A trick to lessen further the effect of wear is to design the follower to be capable of axial rotation and arrange the axis of the follower to lie to one side of the cam. Thus the contact with the cam will tend to cause rotation of the follower. The cam profile, to work with a flatfoot follower, must be convex at all parts, in order to prevent the corners of the follower digging into the cam profile. The minimum cam radius should be as small as possible to minimize sliding velocity and friction. All three types of cam followers can be mounted in the following ways: 1) In-line with the cam center line, 2) Offset from the cam center line, or 3) Mounted on a swinging radial arm. CAM-VALVE CAM TERMINOLOGY Trace point: A theoretical point on the follower, corresponding to the point of a fictitious knife-edge follower. It is used to generate the pitch curve. In the case of a roller follower, the trace point is at the center of the roller. 2.Pitch curve: The path generated by the trace point at the follower is rotated about a stationary cam. 3. Working curve: The working surface of a cam in contact with the follower. For the knife-edge follower of the plate cam, the pitch curve and the working curves coincide. In a close or grooved cam there is an inner profile and an outer working curve. 4. Pitch circle: A circle from the cam center through the pitch point. The pitch circle radius is used to calculate a cam of minimum size for a given pressure angle. 5. Prime circle (reference circle): The smallest circle from the cam center through the pitch curve. 6. Base circle: The smallest circle from the cam center through the cam profile curve. 7. Stroke or throw: The greatest distance or angle through which the follower moves or rotates. 8. Follower displacement: The position of the follower from a specific zero or rest position (usually its the position when the follower contacts with the base circle of the cam) in relation to time or the rotary angle of the cam. 9. Pressure angle: The angle at any point between the normal to the pitch curve and the instantaneous direction of the follower motion. This angle is important in cam design because it represents the steepness of the cam profile. Some question arises regarding cam and followers: When is a flat faced follower preferred as compared to roller followers and why? Flat faced followers are preferred to roller followers where space is limited for eg: cams with flat followers are used to operate valves of an automobile engine but in case of stationary and oil engines, roller followers are preferred because more space is available. What data is plotted on displacement diagram of cam and follower motion? Ans:Plot of linear displacement i.e. lift or stroke (s) of follower (on Y axis direction) versus angular displacement (ÃŽÂ ¸) of the cam for one rotation (on X axis direction) REFERENCES: WIKIPEDIA. McGILL CAMROLL bearings. Robinson, Thomas L., Bearing, US

Issues Related To Global Training And Development Management Essay

Issues Related To Global Training And Development Management Essay For a multinational company that wishes to successfully implement a set of training and development initiatives, it will be imperative to establish coordination and cohesion between subsidiaries and headquarters. In doing so to, this will ensure people are trained and developed to their full potential and maximum effectiveness in line with organisational strategies and objectives. This essay aims to highlight the various issues concerning global training and development, with particular attention to the United Kingdom (Headquarters), Peoples Republic of China and the United States of America (Subsidiaries). Having highlighted the issues, the essay will then use relevant framework, theories and case studies to establish whether or not it is feasible for a multinational to implement a common set of training and development initiates across its global subsidiaries. Issues Related to Global Training and Development There are of course many issues related to global training and development that need to be addressed, some of which include the design, development and implementation of such initiatives (Briscoe, 2009). These are important issues for the UK multinational to consider, as they will determine the acceptance and effectiveness of the training and development schemes. In order to maximise the probability of success, Briscoe, 2009 suggests that translating and adapting to the local cultural practices, as well as compliance with local laws affecting training will greatly improve the feasibility of implementing training and development initiatives across a global platform. In order to do this, it will be important to gain insight into the training and development practices within the PRC and the USA. Training and Development in the Peoples Republic of China Over the past two decades, the training and development of managers has become an increasingly important issue for the government to promote its economic objectives (Nyaw, 1995). Chinese managers are being trained in modern management techniques, as well as appropriate industrial or commercial skills, by the companies themselves as well as by universities, professional associations, and foreign consulting firms. Companies are working with the government to develop school criteria that will produce skilled workers (Drost et. al., 2002). In addition, many multinationals, such as ABB, Ericsson, Procter Gamble, Motorola, and Siemens, have established state-of-the-art, corporate-style, campus training centers (Minehan, 1996). The establishment of corporate training centers sends a strong message to employees and prospective recruits that these employers are investing in China for the long term. Training and Development in the United States of America The American Society of Training and Development (ASTD) reported that most organizations train about 74% of their employees (Drost et al., 2002). Moreover, a recent review of training practices in U.S. firms (Salas et al., 1999), Zenger (1996) argued that training has become peripheral to organizations rather than integrated into organizations. Similarly, recent data from ASTD indicated that the size of many training departments is shrinking while the use of training sources outside the organization is increasing. As training moves outside of the organization, training consultants may develop programs that might not fit the organizations training needs (Salas et al., 1999). Implications for the UK Multinational Having gained insight and perspective into the current training and development practices of the two countries concerned, it is now important to assess the implications for the UK based multinational. With regard to China, it is encouraging to learn that the government is promoting training and development not only at a local level, but also among international organizations. This will greatly increase the UK multinationals probability for success when implementing these initiatives. Given that China has a different culture, customs and language, it will be vital that the training is not generic and coincides with the learning styles, education levels and local laws in order to achieve the desired outcome. The increase of training and development outsourcing in the US presents some problems for the UK multinational. As the training initiatives being implemented may be job-specific and highly technically orientated, the idea of relying on a third party to delivering the training could cause employees to perceive that it is neither valued nor effective, which drastically reduces the probability for success when implementing these initiatives. It will therefore be necessary for the UK multinational to address this issue with caution, by ensuring that the training is delivered by only the most appropriate and suitable partner. In light of these implications it is now necessary to determine whether a localized or standardized approach to training and development is more feasible. Localized Approach to Global Training Development After understanding how training and development features in the two subsidiaries, it becomes apparent that there are few similarities. Therefore a localized approach would seem much more appropriate rather than to just apply successful training programs from headquarters and assume they will work elsewhere. This neglects the need to tailor training to the subsidiary environment where learning styles, education levels and language barrier may affect the transfer of learning. By successfully recognizing the requirements of each subsidiary the training will become much more relevant and allow the receiving participants to apply what they learn in the training programs into their day-to-day activities. Hofstedes Framework for Assessing Culture By utilizing Hofstedes cultural dimensions (please refer to Figure 1.0 2.0) to contrast and compare the differences between the UK, China and America, it will become apparent that there are profound differences that need to be addressed otherwise the multinational risks reducing the acceptance and effectiveness of the training interventions. Chinas high Power Distance Index (PDI) indicates that subordinates are much more likely to accept and except that power is distributed unequally. In the realm of training and development this means individuals are influenced by formal authority figures and are in general optimistic about peoples capacity for leadership and initiative (Hofstede, 1991). This implies that in order for the training to be effective and engaging, the candidate(s) responsible for delivering the training should come from a higher authority and position in the company hierarchy. Failure to acknowledge this may result in the training exercises not being taken seriously. This differs greatly from the UK and USA where PDI is low, suggesting that subordinates from these two countries are less likely to discriminate a person based on their background. China is also a highly collectivist society, where people belong in groups that take care of them in exchange for loyalty (Hofstede, 1991), the UK by comparison is a very individually driven society much like the Americans. Where training and development is concerned, this may present problems for the UK multinational. For failure to recognize that people in China are generally more inclined to accept and embrace new training methods if taught in a group rather than individually will determine the successfulness of these new initiatives. Long-term Orientation (LTO) is the third and final dimension that highlights the significant differences between the two cultures. This dimension has much to do with the teaching of Confucius (à ¥Ã‚ ­Ã¢â‚¬ Ãƒ ¥Ã‚ ­Ã‚ ), a deep rooted philosophy in Chinese tradition. The high score for China suggests that the people look at the bigger picture, whereas their western colleagues (from US and UK) focus more on the short-term gains. With regard to training and development, the UK multinational must ensure that the initiatives resonate with the Chinese people. It will be important to show how learning new skills and expertise will benefit them in the long term and enable them to develop skills that might help them in their future role within the company. Standardized Approach to Global Training Development While there are many reasons to localize training, Briscoe, 2009 outlines that MNEs also must integrate their training and development activities, not only to achieve economies of scale and scope, but to ensure that the same training and development is available for all of their worldwide employees. The Aditya Birla Group is a US$28 billion corporation. It employs 100,000 people belonging to 25 nationalities and over 50% of its revenues were attributed to its overseas operations in countries like the US, the UK, China, Germany, Hungary and Brazil. By instituting its own Gyanodaya learning centre, this helped facilitate the transfer of best practices across the group companies. The training methodology compromised of classroom teaching and e-learning initiatives and the training was accessible to the group employees through the group-wide intranet. The once very expensive development of computer-based training is being democratized and put to the fingertips of everyone through e-learning tools (Briscoe, 2009). This format for delivery would seem the most appropriate approach for the UK headquarters to implement its objectives across to the American subsidiary as these two countries share a similarities in language, culture and respective laws regarding training and development. Although this approach is simple, efficient and a cost effective means of delivering training across global platforms, there may still be implementation and cultural acceptance issues where China is concerned. Black, Mendenhall Oddous Framework for Selection Appropriate Training Methods A great example of how a multinational should go about implementing its training and development schemes is highlighted in Mendenhalls framework for selecting appropriate training methods (Please refer to Figiure 3.0 4.0). Taking the form of a questionnaire, this framework identifies and distinguishes different cultures through the degree of novelty the candidate (delivering the training) will be exposed to. The higher the degree of novelty, the more rigorous the training is. For example, if the UK based multinational had plans to send two candidates abroad (to implement the training) one to China, and the other to America. The candidate sent to China would surely need to undergo a more thorough training regimen than the colleague who is being sent to America. Tesco Plc. Tim Mason (CEO of Fresh and Easy) and Ken Towle (CEO of Tesco China) are the two highly paid, very experienced and well respected managers. Although they both cut their teeth climbing up the corporate ladder in the UK, when it came to implementing business strategy abroad, neither of their strategies came to fruition. For the purpose of this essay these two candidates will illustrate how Tesco Plc. have seriously underestimated the importance that training and development plays in the global context of business, and possibly suggest alternative approaches for future companies to consider when implementing such initiatives. Tim Mason relocated to the U.S. with his family as part of the assignment of building the U.S. presence. He led the team researching the U.S. market prior to the company opening its first American store. Despite initial plans to implement a similar business model to that of Tesco UK stores, in 2010 Tesco reported a trading loss of  £142m from Fresh Easy (This is Money, 2009). As of yet Fresh and Easy are still to break even, which can be attributed to high overheads that Tesco claim is necessary in order to successfully compete in the market. However, experts say that a misunderstanding of the American consumer was the real reason why the company had had to close stores all over the country and rethink its implementation strategy. Across the North Pacific Ocean, Ken Towel has been having his go at cracking one of the most lucrative markets in the world. Granted that China presents many opportunities, there are also many cultural, political and legislative nuances that have to be appropriately and effectively dealt with in order for them to reap the riches in this wild and wonderful country. Ken Towles approach to capturing market share, highlighted his naivety of the Chinese consumer, granted that he has now amended his short coming, this has still came at a high price to Tesco. Highlighted in this real life example, is the message that in order to succeed abroad, especially in countries where the degree of novelty and interaction is high; companies must tailor their training programs to be relevant and much more interactive rather than simply educational and informative. By enhancing the level of involvement i.e. through role playing exercises and visits, the candidate will feel confident and able, and hopefully develop global leadership skills that can be applied to future assignments and projects. This will enable career progression and enhance the talent pool, which will most certainly be a key attribute for any company wishing to succeed in an international business environment. Conclusion Recommendations Throughout, it has been stressed that relying on a common set of polices is limiting, and disregards many issues relating to the global training and development. In order to be able to successfully implement a set of initiatives globally, the multinational needs to take in to account the differences that are present between headquarters and respective subsidiary, whether they are language, culture, law or legislation. By recognizing these differences the company will develop a set of culturally sound and universally accepted HR practices, which will improve their chances of success. To conclude, America and the UK are in many ways similar. It would therefore be feasible to implement a common set of management training and development policies across these two platforms. However, when China is added to the equation this complicates matters slightly. Even though this country is becoming better understood and more economically developed, there is still a large difference between the East and the West. Where training and development is concerned, multinationals must adhere to the local way of life and understand the people and their environment in order develop a truly effective strategy. These Chinese have a saying that puts emphasis on many of the arguments made in this essay. à ¥Ã¢â‚¬ ¦Ã‚ ¥Ãƒ ¤Ã‚ ¹Ã‚ ¡Ãƒ ©Ã… ¡Ã‚ Ãƒ ¤Ã‚ ¿- (rà ¹ xiÄ ng suà ­ sà º) When entering a village, follow the customs Personal Reflection Upon receiving this assignment it quickly became apparent that there was no yes or no answer to the question. After consulting with my other group members, we developed various arguments and ideas related to global training and development. For our presentation we decided to feature topics related to expatriation, carrier progression and gender equality to highlight the issues reading the posed question. After researching more around the subject area, I later found these to become less relevant and decided to take a different approach. For my essay I decided to focus more directly at addressing the issue Can a multinational have a common set of policies? Having debated what direction to take, I decided to explore the question by looking at the different approaches (Localization vs. Standardization) to training and development. I felt that this was more relevant due to the fact that it directly addresses the question and explores important themes related to the subject area. I attempted to put myself in the shoes of a business leader, and with the help of academic literature was able to arrive at a solid conclusion. Having not known much about training and development beforehand, I feel now that I have a good understanding of the problems that face multinational when trying to implement these initiatives abroad. Working in a group allowed me the chance to develop arguments, and contest ideas with my team members. We all worked well together and benefitted from one anothers input, which helped in our understanding of the subject and the question.

Physics of a Fire :: physics fire

Fire is a chemical reaction whcih needs three things to be present so it can happen: Oxygen, Fuel, and Heat. If one of these is not present, the fire cannot start. If one of these is taken from a fire it will go out. But how does this all work? Oxygen We all breathe Oxygen (OÂ ²) everyday - in fact, without it we would suffocate. But did you know that fire breathes Oxygen too? And, like us, without Oxygen a fire will also suffocate. When Oxygen in the air combines with flammable vapours given off by Fuels - heat is produced and then ignition can occur. Without enough Oxygen, ignition cannot happen. In the opposite way, if there is too much Oxygen then the vapours won't be concentrated enough to ignite. The ratio of vapour to Oxygen is known as the 'explosive' or 'flammable' limit and is different for each gas or vapour. Heat Combustion occurs when flammable vapours mix with air (Oxygen) and are ignited by a spark or flame. Solids give off flammable vapours by being heated. Certain solids such as paper or flour appear to ignite almost instantly. This is because they give off vapours and reach a flammable temperature almost immediately. In fact, fine dusts dispersed in the air can explode because they give off vapours and ignite so quickly it appear to happen instantly. Other solids like timber take longer to ignite because they are more dense and so don't give off flammable vapours so easily. Fuel So, in our fire triangle we've got Oxygen and Heat, but we also need something that will burn - this is our Fuel. Fuels can take almost any form: Solids like wood, fabric, rubber and plastic. Liquids such as petrol, oil, cooking oil or even nail varnish remover. Gases like propane, butane and 'natural' gas. If a fire broke out in your home today, would you automatically know which fire extinguisher to use? What would happen if you used a Class A fire extinguisher on a fire in the electrical service panel in your basement? Answer: you'd possibly be electrocuted if the extinguishing agent is a liquid! A long time ago, the fire protection industry recognized the need to classify extinguishers according to the many kinds of burning materials encountered in a fire. For example, Class A, water-type fire extinguishers cannot be used on the electrical fires because the extinguisher operator could be seriously injured by the conduction of electricity by the stream of water from their extinguisher.

Deontological Ethics Essay -- essays research papers fc

Deontological Theory of Ethics Introduction When ethics is explored, and an inquiry into its origin and sources are explored to find definition and clarity around ethics, one initial discovery will be that two main views on ethical behavior emerge. One of those theories is the deontological theory of ethics. Ethics and ethical decisions surround themselves around what is the goodness or badness of any particular choice or decision. When exploring ethics, it is necessary to explore what are the different thoughts surrounding what framework is used to weigh this goodness and badness. Deontological Theory explores this very point. Defining Deontological Theory Deontological theories of ethics are almost synonymous with Kantianism, after a philosopher, Immanual Kant. Although it must be noted that his views are simply one view of deontological theory, which will be explored later in this paper, it is important to note his powerful influences here. Deontologists base their evaluation of actions in and of themselves. In other words, deontologists view actions without regard to consequences or potential outcomes of any given choice or action. Ethical decisions are made simply by viewing the intrinsic goodness or badness of the act itself. In a simple example, if lying were deemed an intrinsically unethical act, deontologist would hold that lying would never be ethical, regardless of the potential outcome of telling a lie. (Cline n.d.) When viewing deontological thought, one of the first questions that will appear is what framework or system is used to judge the inherent features within actions that determine whether or not they are right. There are many different thoughts behind this question, but for the purpose of an initial definition of the concept, the influences that guide deontological thought come from various sources, such as "religion, biology, psychology, metaphysics, culture, language, etc. Considering the source of the foundation for the deontological thought an act's duty may be absolute (without exception), overridden by a more important duty, or only hold under certain circumstances. The following sections will explore the different types of thought and theories that drive the foundation of deontological thought. The first explored will be the most ... ...horoughly understand. It is a multilayered and multifaceted conceptual study that can controversial for some because of all the overlapping influences on the essence of ethics. It is challenging for ethics to be examined without influences such as religion, politics, culture, race or other highly volatile topics also being raised. It even becomes more challenging to decipher what viewpoint is right about the topic of making moral choices, or the choice that is right. Who is right about what is right? It can baffle the mind and find you thinking and speaking in circles. The deontological viewpoint of ethics is a theory that has tried to place definition on a theory that is indefinable. Although the criticisms are heavy and forthright in regards to deontological ethics, their foundation is truly essential in the discovery and exploration of ethics. Works Cited Action, H.B. Kant’s Moral Philosophy. New York: St. Martin’s Press, 1970. Cline, A., (n.d.). Deontologica Ethics. Retrieved March 18, 2005, from http://atheism.about.com. Frankena, W.K., Ethics, (Englewood Cliffs, NJ: Prentice-Hall, Inc., 1973). Warner, D.W., The Basis for Ethical Conduct, (Amberton University, 2002).

Winnipeg General Strike

The Winnipeg General Strike was a landmark in North America. The strike officially began on May 15th, 1919 at 11:00 AM and continued until late June, 1919, and approximately 35, 000 workers, basically the entire workforce of Winnipeg, walked off their jobs, risking their entire lives (Naylor, 2009). This strike has been one of the most studied historic moments in Canadian history. The General Strike had been brewing for many years prior to 1919, a large series of circumstances contributed to the strike, from international to local (Beszterda, 1975). The strike began in the beginning of May, 1919, after months of labor negotiations the workforce finally had enough and the strike began. The metalworkers were next to participate the strike, the employers of the main factories in the town refused to negotiate their contract. There was a committee that was composed of 1,000 manufactures, bankers, and politicians; they called themselves the Citizens Committee. The Winnipeg General Strike was caused by many reasons. One reason was the immediate reasons for the building of trades and metal workers going on strike for better wages and to improve the conditions that they worked in daily. The workers were payed a low wage and worked in horrible conditions that would automatically be condemned today. The money that they worked extremely hard for made it difficult to leave comfortably, as many people do today. The sweep of the strike involved non-unionzed workers as well, which arose from problems with World War 1. They sacrificed years of high expectations suring the war and its aftermath were greeted with high unemployment instead, an industrial turndown, and inflation. The tight labour market had led to an increase in unions, the success of the Russion Revolution in 1917 had led not only to an increase in ideas, but it also provoked a fear on the part of those in authority. (Munroe, 2010) The One Big Union was a major part of the strike. They did not organize or lead the 1919 Winnipeg General Strike, although its history was closely intertwined with that of the strike. Their radical ideas were getting warm response from many trade unionists. Once the delegates from western Canada unions arrived in Calgary for the meeting in the spring, they were no longer interested in fixing the Trades and Labor Congress. By moving to create the One Big Union, the Candians in the west had created many enimies for themselves, the business world, government officials, and all the craft unions all felt threated by the One Big Union. Spring of 1919, the newly formed Winnipeg Building Trades Council opened their doors for negotiations with their employer, the Winnipeg Builders Exchange. The workers were looking for increase in pay that would allow them to regain what they had lost to the war inflation. Builders stated that without the increase in construction, they could not afford to pay the higher wages that were demanded. Once this negoation was over, the employers agreed to a â€Å"take-it-or-leave-it† approach, stating that if they did not like the wages, then they did not do it and it was over. In results of fearing that the strike would spread to other cities, Senator Robertson was ordered to mediate the dispute and make a final ruling. Once both sides have been heard, he decided that the strikers and the City Council to accept the employee’s proposal. Once they learned of their success, they knew for sure that they would be using striking again in the future (Wikipedia, 2010). After the strike, the metal workers finally received the pay increase they were fighting for and went back to work satisfied with the outcome from the Winnipeg Strike. Some of the workers were not so lucky, they were thrown into jail for the reckless behavior they exhibited during the strike. Seven of the strike leaders were thrown into jail for conspiracy to overthrow the government, they were imprisoned for two years. They won 11 seats on the provincial election in Manitoba, four of them were the strike leaders. After 20 years, collective bargaining was finally looked at again in Canada. Due to the fact that nobody was working and the majority of the workforce were participating in the General Strike, Winnipeg’s economy went into decline. (Munroe, 2010). The effects from these outcomes are still in effect today. We are still receiving higher wages yearly. Minimum wage standards keep increasing at a constant in all provinces per year. This strike may have caused the working conditions today to be as good as what they are. If people hadn’t fought years ago for this then employers today would still be trying to do whatever they can, there would be no standards for employment and the basis for strikes would not be there. Works Cited http://www.cupe1975.ca/bursary/burs4.html http://canadaonline.about.com/od/canadianhistory/a/winnipegstrike.htm

What Is Software Defined Radio?

What is Software Defined Radio? With the exponential growth in the ways and means by which people need to communicate – data communications, voice communications, video communications, broadcast messaging, command and control communications, emergency response communications, etc. – modifying radio devices easily and cost-effectively has become business critical. Software defined radio (SDR) technology brings the flexibility, cost efficiency and power to drive communications forward, with wide-reaching benefits realized by service providers and product developers through to end users.Defination of SDR Simply put Software Defined Radio is defined as : â€Å"Radio in which some or all of the physical layer functions are software defined† A radio is any kind of device that wirelessly transmits or receives signals in the radio frequency (RF) part of the electromagnetic spectrum to facilitate the transfer of information. In today's world, radios exist in a multitude o f items such as cell phones, computers, car door openers, vehicles, and televisions.SDR defines a collection of hardware and software technologies where some or all of the radio’s operating functions (also referred to as physical layer processing) are implemented through modifiable software or firmware operating on programmable processing technologies. Benefits of SDR For Radio Equipment Manufacturers and System Integrators, SDR Enables: 1. A family of radio â€Å"products† to be implemented using a common platform architecture, allowing new products to be more quickly introduced into the market. 2. Software to be reused across radio â€Å"products†, reducing development costs dramatically. . Over-the-air or other remote reprogramming, allowing â€Å"bug fixes† to occur while a radio is in service, thus reducing the time and costs associated with operation and maintenance. For End Users – from business travelers to soldiers on the battlefield, SDR technology aims to: 1. Reduce costs in providing end-users with access to ubiquitous wireless communications – enabling them to communicate with whomever they need, whenever they need to and in whatever manner is appropriate. National Defence University Of Malaysia SOFTWARE DEFINED RADIO Name : Hasseler anak Tumas Matriks no : 2120339