Future of Jit - 680 Words

Future of JIT If we really look internationally then we can very well judge that behind all MNCs success there is a just a smart management which have used tactics like JIT, and now we can see the difference just note if you can recall any 1 Pakistani international brand? We all will answer no, and the main reason implementing policies like this will make us compete in international market. Mr. Sajid Ali, managing director BASF, says if we closely focus on JIT it basically eliminates some wastes like Waste from Overproduction Waste of waiting/idle time Transportation Waste Inventory Waste Processing Waste Waste of Motion Waste from Product Defects He says, Despite plant shutdowns caused by parts being†¦show more content†¦The materials and parts are for the current-days production. A Dana Corp. plant in Stockton, Calif., that supplies frames to NUMMI also shut down, and Honda of America Manufacturing Inc. temporarily idled several plants in Ohio and Canada as a direct result of the port closures and alleged slowdown. Joyce L. Gioia, a consultant and business futurist with The Herman Group, Greensboro, N.C., says the port labor dispute is an example of one of many challenges JIT will face in the future. The future of JIT is still bright. However, we are being faced with an ever-increasing number of wildcards -- events that seem to come out of left field, No one had given serious consideration of the events happening and their consequences before they happened. But it is very clear that in Pakistan we have to be ready for all these of situations before properly implementing JIT. Other JIT wild cards for Pakistan in future would might include terrorist threats and attacks, which could close borders; economic crises overseas, which could paralyze banking systems; and, as always, weather disasters or natural disaster like the few months back Earthquake. Haji Mohd Hanif, procurement head of GSK says, A buyer might take out an insurance policy in the form of a contract with the alternate supplier that would only take effect when needed. At other times, the userShow MoreRelatedBose Jit Ii1586 Words   |  7 Pagescontrol on quality of the product. Now the questions are that does Bose need to continue with JIT II approach, which has been in effect in the company since past 3 years? Or Bose should become vertically integrated to ensure that production lines are well supplied, and to ensure that all components are in-house and best that can be manufactured? Our group recommends that Bose Corporation should stay with JIT II approach. 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Guidelines for Writing the Final Paper Readdress the concept and the experience with critical thought. That is, what is your response to the content, either positive or negative, and then defend your position. If multiple options/alternatives/positions are present and are being rejected you must also defend the reasons for rejecting an option. BUS 644 Week 6 DQ 1 Just-in-Time (JIT) Inventories. Choose companies or industries for which JIT would be totallyRead MoreJit - Jit Volunteer Flyer1508 Words   |  7 Pages1. JIT Volunteer Flyer a. Specifically, how does the flyer’s content support the JIT’s brand? ââ€"  The flyer has quality descriptions of JIT programs which reflect the brand s commitment to being a responsive and caring community for former foster youth. ââ€"  The phrase â€Å"ending the cycle† is used on both sides of the flyer to help communicate why JIT exists. ââ€"  The photos help convey a personal, relationshiporientated culture. ââ€"  The purple triangles that spice up the flyer help convey playfulness, anotherRead MoreInventory Systems Summary1584 Words   |  7 PagesQuantitative Reasoning for Business 1 July 2010 Dr. Robert Kalle Inventory Systems Summary: Learning Team A Learning Team A met to discuss details of the assignment to analyze, compare, and contrast four inventory systems in preparation for future assignments (Breland, Charles, Grace, Kirkland). The analysis presented describes four inventory systems as described and analyzed by each team member. Also included in the inventory systems analysis are four comparisons presenting the advantagesRead MoreBose Corporation Is A Massachusetts Based Global Supplier Of Consumer Electronics Essay1689 Words   |  7 Pagescanceling headsets and premier automobile stereo systems. Bose is also known for pioneering the concept of Just In Time II (JIT II), a customer-supplier partnership concept that is now practiced by other major companies and their suppliers. This case study analyzes some of the major components of Bose’s supply management strategy and processes, including the implementation of JIT II. Performance Measurement System According to the Purchasing and Supply Chain Management textbook, â€Å"Supplier performanceRead MoreBose Case Study1101 Words   |  5 Pagesjust-in-time system known as JIT II. Executive Summary: This report provides an analysis and evaluation of the current and future status of the Bose Corporation supply management system. This report finds that, behind the success of their recent technological advancements (EDI and JIT II systems), the Bose Corporation is currently trending in a very positive upward direction. Recommendations discussed include: the furthering implementation of both the EDI and JIT II systems domestically and internationallyRead MoreMutual Insurance Company Of Iowa759 Words   |  4 Pagesdecided to follow the Just In Time (JIT) approach for its economic benefits and quality of work. It was facilitated through the part-time employees that were brought in to clear the backlogs. JIT is an inventory strategy companies employ to increase efficiency and decrease waste by receiving goods only as they are needed in the production process, thereby reducing inventory costs (Investopedia, n.d.). The claim processing team was provided with training for JIT strategy, and their jobs were redesigned

Cost Reduction Strategy Free Essays

string(45) " relationships with suppliers of components\." Introduction Cost reduction is a key aim of business during the current economic downturn. In addition to intense competition for opportunity, businesses face myriad challenges in the sustenance of their activities and operations, often leading them to research on and implement cost-cutting strategies. These strategies are also essential for companies in their endeavour to create even higher profit margins on their products and services (Hines et al, 2004). We will write a custom essay sample on Cost Reduction Strategy or any similar topic only for you Order Now Cost reduction strategies often come at the expense of growth potential with businesses often having to juggle, on the one hand their quest for growth, and on the other reduction of costs (Hill et al, 2001; Womack and Jones, 2003). Cost reduction can be necessitated by several factors including revenue declines with sustainability pegged on costs having to drop to keep pace; fixed cost base with companies having to operate at a relatively high percentage of capacity in order to turn a profit, a perilous trap; as well as, creeping costs which result from the evolution to complexity of processes increasing variety of expenses, increase in entitlements over time, and the continual incurring of traditional non-essential expenses (Salvador et al., 2002). Modular production techniques in both manufacturing and service industries bring together three well-known cost reduction methods including: economies of scope, outsourcing and product/service redesign. This paper discusses these methods exploring ways in which they contribute to the reduction of costs with particular regard to three businesses in specific industries: a car assembler, a supermarket chain, and an airline. It begins by defining the three cost reduction methods focused upon which forms the basis upon which ways in which cost reduction can be realised in the selected industries are discussed in latter sections. Cost-reduction strategies Economies-of-scope refers to the changes in average costs resulting from the changes in the output mix between two or more products. It refers to the potential cost savings resulting from joint production of products and offer of services that are at times not directly related. An example of this is when diverse product production or service delivery share company management structure, administration systems, marketing departments, and production facilities and other facilities (Silverman, 1999; Hines et al, 2004). Economies of scope provide firms with two key benefits: it enables the lowering of average costs of production resulting from the spread of large overhead costs across a broad range of products which enables higher profits for the company or reduced prices for customers; it also enables the diversification of revenue streams which reduces the risks associated with product failure (Hand?eld and Nichols, 2002). Outsourcing entails contracting out non-core business functions to third-party providers. It is viewed oftentimes as a means through which firms can cope with increasing competition through the quest for cheaper suppliers, with cost reduction being the primary motive and not the underlying economic force driving it (Wynstra et al., 2001). In some other instances, a company may choose to delegate bulky, time-consuming and intensive production processes to external contractors so as to enhance focus on core business functions even if costs are not the motivation (Campbell, 1992). External entities take charge of assigned tasks enabling the company to enhance focus on specialty lines or core business which earns a significant proportion of the company’s revenues. Product/service re-design refers to improvements on product or service and model changes that may result in greater efficiency gains in production or the reduction of inputs/raw materials required thereby leading to reduction in costs (Salvador et al., 2002). Product redesign may also enable the enhancement of demand through its appeal to customers or new markets thereby enhancing revenues accrued. A.Car assembler In view of a stand-alone car assembler focused on its core activity engaging in market transactions with external suppliers from which it buys or rents materials, components and other specialized inputs, and sells assembled cars onwards to independent distributors, the achievement of reduction in costs can be achieved through the pursuit of strategies such as outsourcing, product or service redesign and those that enable the realization of scope economics. Economies of scope The highly focused organizational structure of a car assembler could be tweaked to enhance scope in pursuit of strategies such as vertical integration; horizontal integration or unrelated diversification. Vertical integration Vertical integration involves the uptake by a business of tasks and functions hitherto undertaken by players participating within its supply chain, either up or downstream (Silverman, 1999). Asset specificity is pronounced in the car assembly industry with component parts such as tyres, engines, among other parts often being purchased from specialist suppliers. The assembler’s engagement with these suppliers under pure market exchanges can have several challenges including unsustainable costs which make it prudent for the company to reach further along the supply chain, enhancing its capacity to produce the required components (Wynstra et al., 2001). The savings accrued from both the production of requisite component parts and conducting the assembly processes and/or engaging in later processes such as distribution, sales and marketing make vertical integration a significant competitive advantage, with reduced costs having the potential of enabling price reductions and/or enha nced profitability. Horizontal integration Horizontal integration involves the uptake of production processes of businesses across the industry such as those of another existing car assembler through acquisitions or mergers or diversification into related industries such technology production (technology-related diversification) (Silverman, 1999). It may also include customer-related diversification which encompasses the extension of the product range or broadening of the portfolio of business products offered (Hand?eld and Nichols, 2002). Such integration enables a business to spread its costs, especially the high fixed cost base characteristic of the car assembly industry, over a wider range of revenue streams achieving overall efficiency and fully utilizing transferable proprietary know-how, skills and technologies. It also enables the shared utilization of other sources of economies of scope including purchasing, advertising, and research and development (Womack and Jones, 2003). To avoid possible adverse consequences of asset specificity in the industry, major assemblers have sought to develop long-term close, collaborative relationships with suppliers of components. You read "Cost Reduction Strategy" in category "Essay examples" These relationships are designed to tap into the benefits of vertical integration though costs such as would be incurred in the case of complete mergers are avoided. These become the critical pathways through which modern businesses create value (Hines et al, 2004)). Sharing and efficient utilization of resources results in significant cost savings in light of enhanced revenue inflows and the spread out of costs over diverse product and service offerings. Outsourcing Outsourcing for a car assembler would entail contracting external entities to undertake bulky non-core activities so that the assembler can maintain a lean organizational structure and enable enhanced focus on activities it considers to be its core competences (Sanchez, 2000). It is often the case that production costs incurred by an external supplier are smaller probably because of larger scale or superior learning which could be difficult to replicate, or other specialization advantage (Salvador et al., 2002). A lean structure and focus would imply reduction in staffing and asset acquisition costs, as well as transactional costs needed to cover for the completion of the outsourced tasks, costs which are passed on to the contractors (Womack and Jones, 2003). Savings on such fronts, which may include throughput on operations, may be used to enhance performance and quality of core activities to achieve greater competitive advantage, or they may be factored in for price reductions or profits. Some component manufacturers are moving into the final assembly segment of operations encouraged by major car makers. Such include Valmet (Finland) which assembles cars for Saab, Lada and Porsche, and Austrian company Steyr which assembles Chrysler and Mercedes. This move is enabled by policies of extensive outsourcing. Toyota, on the other hand, built itself a flexible manufacturing system in which it is heavily reliant on subsidiaries and other suppliers, with its degree of outsourcing typically estimated at 60-70% (Hampson, 1999). Product/service redesign In the case of a car assembler working with expensive items such as steel, the cube-square rule finds appropriate application for cost reduction. This rule explains that doubling the diameter of a hollow sphere increases its volume eightfold, but its surface area is only increased fourfold (Womack and Jones, 2003). In a production process, the cost of a vessel or component may vary with surface area while its capacity varies with volume. Such balancing in design and reworking of components and parts may result in significant cost savings with regard to expensive inputs in car assembly such as steel (Salvador et al., 2002). Toyota’s success is majorly attributed to its Toyota Production System (TPS) which is a system of continuous improvement, an interlocking of many strategies and business practices developed through iterations over time and learning which create complementary synergistic effects for Toyota and which are difficult to emulate (Hampson, I., 1999). This system enhances strategic fit and complementarity which yields economies of scope which enables Toyota to meet customer demand for diverse models to meet varied preferences, and with less wastage than would be in mass production systems (Campbell, 1992; Hill et al, 2001). This strategic fit enables the company have a significant competitive advantage with the resultant efficiencies saving up costs. B.Supermarket chain Considering a supermarket chain which is involved in basic retail activities including reception of goods from producers, stocking in shelves, and checking out customers who make purchases, reduction in costs could be achieved through pursuit of scope economics, outsourcing of non-core processes, and/or redesign of products or services. Economies of scope The pursuit of economies of scope can be achieved through linked supply chains which entails integrating a vertical supply chain, as well as operating two or more hitherto independent businesses under centralized management (horizontal integration) (Abernathy et al, 2000). With optimal efficiency, this strategy results in productivity gains, waste reduction and cost improvements. Vertical integration To get fresh products, Morrison’s, a UK supermarket chain, has reached back through its supply chain to the farm, cutting off middlemen and warehouses which would have led to increases in costs to cover the margins of the individual participants in the chain. This, as well as its ownership of its own slaughterhouses, bakeries and food preparation sites, has significantly enhanced its efficiency and enabled reductions in costs, a distinctive competitive advantage (Morrisons, 2012). Horizontal integration Supermarkets have economies of scope when they offer a variety of products or services that do not comprise the usual basic goods and services available in supermarket stores (Abernathy et al, 2000). Such products and services may include ready cooked meals, financial services (such as retail banking), fuel stations, clothing and furniture, among other diverse provisions through a single service infrastructure, the store. These not only meet today’s busy shopper’s preference for a one-stop shop, but also lead to the provision of a complementary variety of products concentrated on the supermarket’s core competence (Hines et al, 2004). This results in the distribution of costs over a wide and diverse range of products resulting in overall savings. The expansion of stores such as Morrison’s, Tesco and Sainsbury into various service-provision segments (demand-driven diversification) so as to appeal to the modern consumer illustrates this strategy (Morrisons, 2012). A supermarket chain may also pursue related diversification building upon and extending existing capability, resources or expertise to achieve greater competitiveness. Cost savings are enabled when a business transfers expertise in one business to a new business, as well as in the businesses sharing operational skills and know-how, facilities, equipment or other existing assets including intangible assets such as corporate core competence (Hand?eld and Nichols, 2002). This can be illustrated by the entry of supermarket chains such as Morrison’s, Tesco and Sainsbury into the convenience store segment in pursuit of customer preference for smaller stores and small frequent shopping trends. This venture is in order to supplement waning revenues of larger stores (Morrisons, 2012). Outsourcing The progress of the general-purpose technology such as information technology (IT) enables the reduction of market transaction costs which leads to increased capacity for outsourcing (Abernathy et al, 2000). Outsourcing for a supermarket chain may entail contracting suppliers to undertake time-consuming and logistically challenging tasks such as warehousing and distribution, as well as new services such as the ready-cooked food segments. Such a strategy is necessitated if the existing mode of in-house performance of these tasks is more costly than obtaining it through market transactions or some form of long term contractual relationship (Hines et al, 2004). Efficiency is thereby enhanced in the conduct of the supermarket’s core activities, reducing costs associated with outsourced tasks and enhancing potential revenues increases. Product or service redesign Many supermarket chains are seeking to tap into new segments such as the online marketplace not only to meet customer preferences but also to reduce costs associated with its usual processes (Abernathy et al, 2000). In this customers order for product items which are then sent to their stated locations cutting off a number of processes that were hitherto undertaken thereby enabling significant savings. Morrison’s, Tesco and Sainsbury, among other supermarket chains are pursuing such new market segments in pursuit of enhanced competitiveness and customer preference (Morrisons, 2012). Airline We consider an airline whose business provides basic services of passenger travel including scheduling, preparation and planning for flights, check-in, actual flight to destinations, and customer service. Pursuit of scope economics, outsourcing and product or service redesign which are the cost reduction methods focused upon in this paper are herein discussed with regard to an airline business. Economies of scope In this regard, vertical and horizontal integration mechanisms are discussed outlining their contribution to cost reduction. Vertical integration Vertical integration for an airline may entail the uptake of activities beyond its usual scope such as ticketing commonly undertaken by local service providers along its supply chain. Progress into such fronts is greatly enhanced by developments in internet technologies which enable customers to book flights, buy and print out tickets online, reducing the need for staff and investment on facilities dedicated to this task (Abernathy et al, 2000). This removes the costs of commissions paid out to the service providers as well as related organizational costs resulting in cost savings and greater efficiency. Horizontal integration To achieve economies of scope and thereby reductions in cost, an airline might venture into the cargo segment, customizing some of its existing planes for this purpose and delegating some staff under its organizational structure to run processes associated with cargo handling and transport. Through this related diversification of operations, the firm is able to build upon or extend its existing capability, resources or areas of expertise to achieve greater competitiveness (Hand?eld and Nichols, 2002). An airline could also pursue mergers or scope acquisitions, to enhance or extend its product portfolio. This is a common trend in the industry with airlines frequently collaborating and coordinating their activities to achieve efficiency gains as well as to widen their geographical markets, reaching to routes across the globe and specific markets served by partner airlines which might not be feasible for it as a single entity (VBA, 2011). It has also become a common trend for airlines to invest in hotels and other facilities in the hospitality industry so as to tap onto an existing demand, as well as to reduce their costs in cases of delays and other unforeseen circumstances which usually result in added costs for the airline. This strategy turns the airlines previous challenges into strengths, as well as providing a revenue stream from related divestiture. Horizontal integration can be illustrated by Virgin airlines in its strategic alliances with Etihad Airways and Delta Air Lines which enhance its reach to the TransPacific Los Angeles route and the Abu Dhabi route, its gateway to Europe, Africa and the Middle East, with the collaboration benefiting all the partner airlines (VBA, 2011). Outsourcing Outsourcing for an airline is undertaken to streamline operations and enhance service quality (Wynstra et al., 2001). Tasks such as aircraft maintenance and ground support, as well as food processing for service on-board are labour-intensive and specialized tasks that can be outsourced if costs of contracting them are favourable. This would enable the airline to enhance focus on customer service and operations related to flight reducing overheads and other cost requirements. An example is Navitaire, a service supplier for airlines, which offers an extensive global distribution suite enabling low-cost reservations which has enabled the improvement of profitability especially among the low-cost airlines using the service, lower operational and distribution costs and generation of ancillary revenues (Abernathy et al, 2000). Product/service redesign To enhanced service offerings in the competitive business environment and, as well, to rein in on rising costs, it is incumbent upon airline companies to conduct frequent network reviews, fleet realignments, operational integration so as to ensure that they remain profitable, effective and efficient in their processes. The company in the redesign and realignment should be bold enough to undertake thought-out exit from the non-profitable routes lowering its liabilities and costs. An example is Virgin Australia’s endeavour at restructuring in 2011 following its poor performance evident in its 2010 financial results (VBA, 2011). Conclusion For sustainability, the aim of the cost-cutting strategy is to maximize efficiency without compromising growth potential. To achieve this, companies need to identify core competencies upon which focus is enhanced and efficiency improved, with the non-core functions being trimmed and consolidated to achieve reduction in unnecessary costs (Hines et al, 2004). Such savings can be reinvested in critical assets, enhancing core competencies and thereby improving overall efficiency. References Abernathy, F., J., Dunlop, and J., Hammond, 2000. â€Å"Retailing and supply chains in the information age.† In: Technology in Society, Vol. 22, pp. 5-31. Campbell, A., 1992. â€Å"Building Core Skills.† In: Andrew Campbell and Kathleen Luchs: Strategic Synergy. London: Butterworth Heinemann. Hand?eld, R., and E., Nichols, 2002. Supply Chain Redesign: Transforming Supply Chains into Integrated Value Systems. Financial Times. Prentice-Hall, Englewood Cliffs, NJ. Hill, M., R., Ireland, and R.., Hoskisson, 2001. Strategic Management: Competitiveness and Globalization. Fourth Edition. South-Western College Publishing, Hines, P., M., Holweg, and N., Rich, 2004. â€Å"Learning to evolve: a review of contemporary lean thinking.† In: International Journal of Operations Production Management, Vol. 24 No. 10, pp. 994-1012. Morrisons, 2012. Food with thought: Corporate responsibility review 2011/12. Wm Morrisons Supermarkets PLC. Sanchez, R., 2000. â€Å"Modular architectures, knowledge assets and organizational learning: new management processes for product creation.† In: International Journal of Technology Management, Vol. 19, No 6. Salvador, F., C., Forza, and M., Rungtusanatham, 2002. â€Å"Modularity, product variety, production volume, and component sourcing: theorizing beyond generic prescriptions.† In: Journal of Operations Management, Vol. 20, pp. 549-75. Silverman, B., 1999. â€Å"Technological resources and the direction of corporate diversification: Toward an integration of the Resource-Based View and Transaction Cost Economics.† In: Management Science, 45 (8), 1109–1124. VBA financial report, 2011. Virgin Australia group of companies. 30th June. Viewed from: http://www.virginaustralia.com/au/en/about-us/media/2011/VA-FY11-ASX/ Womack, J., and D., Jones, 2003. Lean Thinking, 2nd ed., Free Press Business, London. Wynstra, F., A., Weele, and M., Weggemann, 2001. â€Å"Managing supplier involvement in product development: three critical issues.† In: European Management Journal, Vol. 19 No. 2, pp. 157-66. Hampson, , 1999. â€Å"Lean Production and the Toyota Production System: the Case of the Forgotten Production Concepts.† In: Economics and Industrial Democracy, Volume 20: 369-391 How to cite Cost Reduction Strategy, Essay examples

Is the American Constitution past its Sell by Date free essay sample

This essay addresses the change in American politics, with reference to the Constitution and how the Republican views of the founding fathers has not been kept. A constitution embodies the fundamental principles of a government. The United States (US) constitution, adopted by the sovereign power, is amendable by that power only. To the constitution all laws, executive actions, and, judicial decisions must conform, as it is the creator of the powers exercised by the departments of government. A brief history of the origins of the constitution will follow, the point that is to be argued is that although the founding fathers did an exceptional job in creating a constitution that would last for centuries to come, the constitution is now out of date, it is my view and that of others, that a Democratic state has taken over the Republican state that was envisaged by the framers of the constitution and therefore the constitution itself is out of date. We will write a custom essay sample on Is the American Constitution past its Sell by Date or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Although American citizens idolize the constitution and have it form a pivotal part of their lives the ideology behind its making and the one that exists in contemporary America are two distinctly different things. The ideology of the founding fathers shall be analyzed, specifically the way that they envisaged a Republic, and America is now viewed, by its own people, and outsiders as a great Democracy.

Reconciling Desire free essay sample

A look at how the literary world has addressed the issue of mans struggle with personal desire. This paper examines the issue of desire and how man approaches the struggle when individual desires come into conflict with what society judges to be appropriate. The works of Swift, More, and Chaucer are explored. The question of human desire, no matter how that desire may manifest itself, has long been an intellectual and emotional stumbling block for society, politics, culture, and religion. Throughout history, individuals have had to learn how to reconcile their personal desires inside larger social institutions institutions that for their part have very often come to challenge or undermine the legitimacy of human desire. More often than not, individuals have had to find ways to suppress their desires given that they somehow come into conflict with more acceptable, social standards. Literature, though, in fact, this might be a common theme in most all forms of art, at one time or another has reflected this on-going, archetypal struggle. We will write a custom essay sample on Reconciling Desire or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page

Esperar Conjugation in Spanish, Translation, and Examples

Esperar Conjugation in Spanish, Translation, and Examples Esperar is a common Spanish verb that can mean to hope for, to wait, and to expect. You can figure out which meaning is intended by looking at the context, sentence structure, and whether esperar is followed by a verb in the subjunctive mood. This article explains some of the different uses of esperar in Spanish, as well as esperar conjugations in the present, past, conditional, and future indicative, the present and past subjunctive, the imperative, and other verb forms. Four Ways of Using the Verb Esperar Esperar Que  Followed by a Verb The phrase esperar que is typically followed by a verb. If that verb is in the subjunctive mood, esperar can often be understood to mean hope, while if that verb is in the indicative mood, it usually can be understood to mean expect. The use of the indicative mood suggests some degree of certainty, while the subjunctive mood indicates desire. The use of the subjunctive following esperar que is far more common. Also, the following phrases are common:  ¡Espero que sà ­! (I hope so!) ¡Espero que no! (I hope not!) To Wait or To Wait For This is one of the most common meanings of esperar, as seen in the following examples: Por favor espera aquà ­ por un momento. (Please wait here for a moment.)Bajaron al andà ©n y esperaron el tren. (They stepped down to the platform and waited for the train.)Esperamos la llegada de la policà ­a federal. (We are waiting for the arrival of the federal police.) To Expect This is another common meaning that is determined by the context: El amor llega cuando uno menos lo espera. (Love comes when you least expect it.)Para el 2028 esperamos la llegada de unos 406 mil turistas. (For 2028 we are expecting the arrival of some 406,000 tourists. Note how in some contexts hope for could be a suitable translation.) The phrase estar esperando can be used in the same way as the English to be expecting when referring to pregnancy: Carme Chacà ³n confirma que el bebà © que est esperando es un nià ±o. (Carme Chacon confirms that the baby she is expecting is a boy.) Using Esperar  Like Gustar Esperar is sometimes used in a sentence with inverted word order, like gustar and some other verbs. A better translation in such cases is await: Al dà ³lar le esperan tiempos peores. (Worse times await the dollar.)Me espera una vida nueva en algà ºn lugar del mundo.  (A new life awaits me somewhere in the world.) ¿Quà © avances tecnolà ³gicos nos esperan en el futuro? (What technological advancements await in the future? Present Indicative Esperar is conjugated in the same way as other regular -ar verbs. Yo espero Yo espero el autobà ºs por la maà ±ana. I wait for the bus in the morning. Tà º esperas Tà º esperas a tu amigo en el aeropuerto. You wait for your friend at the airport. Usted/à ©l/ella espera Ella espera triunfar en la competencia. She hopes to succeed in the competition. Nosotros esperamos Nosotros esperamos verte pronto. We hope to see you soon. Vosotros esperis Vosotros esperis al bebà © para agosto. You expect the baby in August. Ustedes/ellos/ellas esperan Ellos esperan lluvia esta tarde. They expect rain this afternoon. Preterite Indicative The preterite tense is used to talk about events that happened in the past and have been completed. Yo esperà © Yo esperà © el autobà ºs por la maà ±ana. I waited for the bus in the morning. Tà º esperaste Tà º esperaste a tu amigo en el aeropuerto. You waited for your friend at the airport. Usted/à ©l/ella esperà ³ Ella esperà ³ triunfar en la competencia. She hoped to succeed in the competition. Nosotros esperamos Nosotros esperamos verte pronto. We hoped to see you soon. Vosotros esperasteis Vosotros esperasteis al bebà © para agosto. You expected the baby in August. Ustedes/ellos/ellas esperaron Ellos esperaron lluvia esta tarde. They expected rain this afternoon. Imperfect Indicative The imperfect tense is used to talk about actions in the past that were ongoing or repeated, and it can be translated to English as was waiting or used to wait. Yo esperaba Yo esperaba el autobà ºs por la maà ±ana. I used to wait for the bus in the morning. Tà º esperabas Tà º esperabas a tu amigo en el aeropuerto. You used to wait for your friend at the airport. Usted/à ©l/ella esperaba Ella esperaba triunfar en la competencia. She was hopingto succeed in the competition. Nosotros esperbamos Nosotros esperbamos verte pronto. We were hopingto see you soon. Vosotros esperabais Vosotros esperabais al bebà © para agosto. You were expecting the baby in August. Ustedes/ellos/ellas esperaban Ellos esperaban lluvia esta tarde. They were expecting rain this afternoon. Future Indicative Yo esperarà © Yo esperarà © el autobà ºs por la maà ±ana. I will wait for the bus in the morning. Tà º esperars Tà º esperars a tu amigo en el aeropuerto. You will wait for your friend at the airport. Usted/à ©l/ella esperar Ella esperar triunfar en la competencia. She will hopeto succeed in the competition. Nosotros esperaremos Nosotros esperaremos verte pronto. We will hopeto see you soon. Vosotros esperarà ©is Vosotros esperarà ©is al bebà © para agosto. You will expect the baby in August. Ustedes/ellos/ellas esperarn Ellos esperarn lluvia esta tarde. They will expect rain this afternoon. Periphrastic  Future Indicative   The periphrastic future is sometimes called the near future and is translated to English as going to verb. Yo voy a esperar Yo voya esperar el autobà ºs por la maà ±ana. I am going to wait for the bus in the morning. Tà º vasa esperar Tà º vasa esperar a tu amigo en el aeropuerto. You aregoing to wait for your friend at the airport. Usted/à ©l/ella va a esperar Ella vaa esperar triunfar en la competencia. She isgoing to hopeto succeed in the competition. Nosotros vamosa esperar Nosotros vamosa esperar verte pronto. We aregoing to hopeto see you soon. Vosotros vaisa esperar Vosotros vaisa esperaral bebà © para agosto. You aregoing to expect the baby for August. Ustedes/ellos/ellas vana esperar Ellos vana esperar lluvia esta tarde. They aregoing to expect rain this afternoon. Present Progressive/Gerund Form The verb form that ends in -ing in English is called the gerund or present participle in Spanish. It is often used to form progressive tenses like the present progressive. Present Progressive ofEsperar est esperando Ella est esperando triunfar en la competencia. She is expecting to succeed in the competition. Past Participle In Spanish, the past participle usually ends in -ado or -ido, and is used to form perfect tenses like the present perfect. Present Perfect of Esperar ha esperado Ella ha esperado triunfar en la competencia. She has expected to succeed in the competition. Esperar Conditional Indicative The conditional tense is used to talk about possibilities, and is usually translated to English as would verb. Yo esperarà ­a Yo esperarà ­a el autobà ºs por la maà ±ana si me despertara temprano. I would wait for the bus in the morning if I were to wake up early . Tà º esperarà ­as Tà º esperarà ­as a tu amigo en el aeropuerto si te viniera a visitar. You would wait for your friend at the airport if he came to visit you. Usted/à ©l/ella esperarà ­a Ella esperarà ­a triunfar en la competencia, pero no es optimista. She would hopeto succeed in the competition, but she is not optimistic. Nosotros esperarà ­amos Nosotros esperarà ­amos verte pronto, pero sabemos que es complicado. We would hopeto see you soon, but we know it is complicated. Vosotros esperarà ­ais Vosotros esperarà ­ais al bebà © para agosto si lo dijera el doctor. You would expect the baby in August if the doctor said so. Ustedes/ellos/ellas esperarà ­an Ellos esperarà ­an lluvia esta tarde si el pronà ³stico lo indicara. They would expect rain this afternoon if the forecast were to indicate it. Esperar Present Subjunctive Que yo espere Mi madre sugiere que yo espere el autobà ºs por la maà ±ana. My mother suggests that I wait for the bus in the morning. Que tà º esperes Marta pide que tà º esperes a tu amigo en el aeropuerto. Marta asks that you wait for your friend at the airport. Que usted/à ©l/ella espere El entrenador recomienda que ella espere triunfar en la competencia. The coach recommends that she hope to succeed in the competition. Que nosotros esperemos Erica desea que nosotros esperemos verte pronto. Erica wishes that we hope to see you soon. Que vosotros esperà ©is El mà ©dico recomienda que vosotros esperà ©is al bebà © para agosto. The doctor recommends that you expect the baby in August. Que ustedes/ellos/ellas esperen El meteorà ³logo sugiere que ellos esperen lluvia esta tarde. The meteorologist suggests that they expect rain this afternoon. Esperar Imperfect Subjunctive There are two different ways for conjugating the imperfect subjunctive. The first option below is more common. Option 1 Que yo esperara Mi madre sugerà ­a que yo esperara el autobà ºs por la maà ±ana. My mother suggested that I wait for the bus in the morning. Que tà º esperaras Marta pidià ³ que tà º esperaras a tu amigo en el aeropuerto. Marta asked that you wait for your friend at the airport. Que usted/à ©l/ella esperara El entrenador recomendaba que ella esperara triunfar en la competencia. The coach recommended that she hope to succeed in the competition. Que nosotros esperramos Erica deseaba que nosotros esperramos verte pronto. Erica wished that we hope to see you soon. Que vosotros esperarais El mà ©dico recomendà ³ que vosotros esperarais al bebà © para agosto. The doctor recommended that you expect the baby in August. Que ustedes/ellos/ellas esperaran El meteorà ³logo sugirià ³ que ellos esperaran lluvia esta tarde. The meteorologist suggested that they expect rain this afternoon. Option 2 Que yo esperase Mi madre sugerà ­a que yo esperase el autobà ºs por la maà ±ana. My mother suggested that I wait for the bus in the morning. Que tà º esperases Marta pidià ³ que tà º esperases a tu amigo en el aeropuerto. Marta asked that you wait for your friend at the airport. Que usted/à ©l/ella esperase El entrenador recomendaba que ella esperase triunfar en la competencia. The coach recommended that she hope to succeed in the competition. Que nosotros espersemos Erica deseaba que nosotros espersemos verte pronto. Erica wished that we hope to see you soon. Que vosotros esperaseis El mà ©dico recomendà ³ que vosotros esperaseis al bebà © para agosto. The doctor recommended that you expect the baby in August. Que ustedes/ellos/ellas esperasen El meteorà ³logo sugirià ³ que ellos esperasen lluvia esta tarde. The meteorologist suggested that they expect rain this afternoon. Esperar Imperative The imperative mood is used to give commands, and it has both positive and negative forms. Positive Commands Tà º espera  ¡Espera a tu amigo en el aeropuerto! Wait for your friend at the airport! Usted espere  ¡Espere triunfar en la competencia! Hope to succeed in the competition! Nosotros esperemos  ¡Esperemos verte pronto! Let's hope to see you soon! Vosotros esperad  ¡Esperad al bebà © para agosto! Expect the baby in August! Ustedes esperen  ¡Esperen lluvia esta tarde! Expect rain this afternoon! Negative Commands Tà º no esperes  ¡No esperes a tu amigo en el aeropuerto! Don't wait for your friend at the airport! Usted no espere  ¡No espere triunfar en la competencia! Don't hope to succeed in the competition! Nosotros no esperemos  ¡No esperemos verte pronto! Let's not hope to see you soon! Vosotros no esperà ©is  ¡No esperà ©is al bebà © para agosto! Don't expect the baby in August! Ustedes no esperen  ¡No esperen lluvia esta tarde! Don't expect rain this afternoon!

Definition of Deadrise Used in Shipbuilding

Definition of Deadrise Used in Shipbuilding How to Measure Deadrise Deadrise is measured two ways, by a linear measurement like inches or centimeters and by expressing it as an angle. Let’s look at the angular measurement first. Looking at the cross section of a hull, draw a vertical line through the center of the vessel to the bottom of the keel. The top of this vertical line should be even with the chine, which is where the hull meets the topsides. Now draw a horizontal line which intersects both sides of the chine and the top of the vertical line you drew before. You should now have a 90-degree angle formed by the vertical and horizontal lines. Draw one more line from the point where your horizontal line meets the chine to the bottom of your vertical line at the bottom center of the keel. The triangle you formed is made up of three angles. Deadrise expressed as an angle is the measurement in degrees of the bottom of the triangle. To Calculate in Linear Terms   To calculate deadrise in linear terms you will use the same triangle as above but now you will be using a ratio to express the deadrise. Much like the roof of a building, deadrise in linear terms is written as inches per foot. First, determine the number of inches from the 90-degree angle of the triangle along the horizontal leg to the chine. Next, determine the measurement in feet from the bottom of the keel to the 90-degree angle of the triangle. Take the results and write then as inches/foot. A Measurement at a Single Point on a Vessel’s Hull Deadrise is only a measurement at a single point on a vessel’s hull. Construction plans will note the deadrise at regular intervals along the length of the hull. Since deadrise is a measurement based on the position of the chine it is possible to have complex expressions of deadrise because of multi-chine and planning hulls. If you are asked to measure deadrise you should be given a point to make your measurement. For example; deadrise at 20 feet from the bow, or deadrise at rear bulkhead. Alternate Spellings Dead Rise Common Misspellings Dead Rise The Transition From Chine to Keel One way to make a quick assessment of the purpose and ride quality of a vessel is to view the stern from the rear so you can see the transition from chine to keel. If its a sharp V shape below the water means the ride will be smooth but the ship may wallow back and forth ferries and riverboats have this design so they can operate in both directions without turning around.   If the deadrise is shallow or flat at the stern the vessel will not have much roll or wallow but it will slap into the surface with each wave. A V shape allows a smooth transition while a shallower deadrise causes a sudden impact with each wave. The flat design has less drag and therefore is found on cargo ships and other low drag vessels. Cushion effect can be a problem for some heavily loaded cargo ships in shallow waters like canals. A rolled, or soft, chine means the vessel is meant to lean and roll smoothly. This is true of most sail-powered vessels where there is a counterweight in a deep keel. Take a look at all kinds of common hull shapes to understand more about their uses. The definition of draft will also be useful when learning about naval architecture.

SWOT Analysis Assignment Example | Topics and Well Written Essays - 1250 words

SWOT Analysis - Assignment Example Locked into lower voltages due to interchangeable battery systems Opportunities: Can diversify into other product lines Can leverage position in Japanese and US markets to expand into various other markets across the world New technology manufacturing plants ensures low costs at manufacturing end thus allowing cost of end product to be low but without compromising on quality Can introduce higher voltages and consolidate position as innovator in the market Threats: Position in US market may be reversed due to dependence on currency exchange rates which may turn unfavourable Risks losing the opportunity to be proactive about higher voltages, by waiting for the rest of the players in the market Becomes reactive and may lose the current edge in the market if competitors come out with higher voltages first Imports from Far East may diversify into professional tools at a much lower cost for the same quality S&W - Minimising weaknesses and threats: The first step is to phase out the older technology at manufacturing plants and replace it with newer, more efficient technology. This will lead to reduction in costs - both manufacturing and labour. A solution to the high pricing issues will result from this move. The newer technology will be leaner, thus streamlining the company and making it quick to react to changes in he market. Innovation and diversification into other technologies will be required to maintain market leader status. Change in attitude towards distributors is needed to convince them that the company is not abusing its market leader position. S&W - Maximising strengths and opportunities: The multi national presence of the company can be leveraged to expand into new products in various markets. Cooperative advertising and cross... The multi national presence of the company can be leveraged to expand into new products in various markets. Cooperative advertising and cross promotion implies less spent on advertising. These savings can be sunk in R&D for innovation and developing new products. A step-by-step replacement of the old interchangeable battery systems is required so that Makatume is in a position to bring in newer higher voltages. A change in strategy is needed so as to avoid depending on the currency rate for a favourable market position. The company needs to be proactive and take a decision about higher voltage so as to avoid losing the edge they have in the market. Makatume must innovate and diversify into other products as soon as possible to avoid losing the share they have captured in the professional tools segment. An expansion in markets in other countries is also advisable to consolidate the market leader position. By introducing higher voltages, Makatume stands to become an innovative market leader. Assuming Makatume's point of view, having captured large shares in the Japanese and US markets, I would be proactive and launch the higher voltages. But I would do this in a phased manner so as not to lose the customers that Makatume already has. By doing so, Makatume would be perceived as an innovator which would add to the value of the brand.