Production Planning Incorporate with Job Rotation and Work

Production Planning Incorporate with Job Rotation and Work Thesis/Project Title: Production Planning Incorporate with Job rotation and Work Injury by  Multi-Objective Criteria Courses Taken/Grades: Course Name Grade ME 460 Automation and Robotics in Manufacturing 84 ME 887 Introduction to Microsystems 85 ME 886 Advanced Engineering Design Methodology 88 BIOE 898 Special Topic 88 STAT 845 Statistical Methods for Research 90 GSR 960 Introduction to Ethics and Integrity CR Average Grade to Date:87% ME 990 Seminar:January 27th, 2016 Expected Completion Date:December, 2016 Table of Contents INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.1. Background and Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.2. Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 OBJECTIVES AND SCOPE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 LITERATURE REVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3.1 Production Planning and Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 3.2 HUMAN FACTOR IN PRODUCTION PLANNING . . . . . . . . . . . . . 9 3.2.1. Human Scheduling in Technical System . . . . . . . . . . . . . . . . . . . . . . . 10 3.2.2. Human Work Related Injuries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 3.2.3. Leading Factors for Work Injuries . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2.2.4. How We Reduce Work Injuries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 3.3 QUALITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3.1. Manufacturing Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.3.2. Dimensions of Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.4 JOB ROTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 3.4.1. Importance of Job Rotation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 3.4.2. Outcomes of Job Rotation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 3.4.3. Job Rotation as a Cost Effective Tool . . . . . . . . . . . . . . . . . . . . . . . . . 14 3.5 WORK FORCE AGING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.5.1. Aging Effect Worker Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.5.2. Workforce Aging Effect on Production Performance . . . . . . . . . . . . . 15 METHODOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 CONCLUSION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 TIMELINE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 1. INTRODUCTION 1.1 Background and Motivation In the last few years, the question of human well-being at the working place has come afore as a key issues in production planning and scheduling. The manufacturing productivity is affected by both the human and machine factors. However, much of the previous research has been focused on the machine aspect but the human aspect. The previous work considers not only the productivity but also the production cost, worker safety and machine utilization. Particularly, (Xu, 2015) demonstrated the significance of work injury to the total production cost. His work also showed that the effect of work injury can be reduced by designing a production system. Due to the increasing cost of work injuries as well as concern of health work place, both the government and industry have made an effort on preventing work injury occurrences. In 2005, the government of Canada paid approximately $6.8 billion dollars in benefits through its Workersà ¢Ã¢â€š ¬Ã… ¸ Compensation Boards (WCBs) organization. It is being realized that the cost incurred by work injuries contributes a large portion to the total production cost, and strategies are urgently required to tackle the problem of work injury. In 2000 to 2012 period, the total costs of occupational injuries to the Canadian economy was estimated to be more than $19 billion annually. The factors other than the production system design, which lead to work injury, are: employee boredom, fatigue, lack of motivation, lack of training, and mismatch of job and workforce age. Besides design of production systems, to remove or solve the issues related to work injury, there are three kinds of techniques: Engineering solutions, Administrative solutions and Personal safety equipment (Tayyari Smith, 1997). Job rotation comes in the category of administrative solution. It is about the rotation of workers among a number of non-similar workstations, where each worker requires different skills or techniques and responsibilities to do job (Azizi, Zolfaghari Liang, 2010). It enables operators to become multi-skilled by providing them with a greater ability to handle increased demand and large product variability (Michalos et al., 2010). When many jobs of different requirements and workers of different capabilities are involved, the job rotation problem becomes very complex. Due to the complexity of job rotation, there are implications of job rotation as well. If not done properly job rotation can increase the cost of production and also reduce the quality of the manufacturing system. Cost is a factor which is widely understood and studied but Quality is one of the most important but the least understood attribute of a system. Without quality, a system cannot comply with required goals and standards. Conventionally, production planning is mainly about materials resource planning. The materials include both the material for products and the machine tools for production of the products (Krajewski et al., 2005). Many techniques have been established to improve the effectiveness of production planning, to make a plan which meets the customer demand, satisfaction and cost with other features such as continuity and resilience of a system as referred to by Zhang and Lin (2010). Zhang defines resilience as a systems post-damage property i.e. the systems ability to recover its function from some damage. In the context of enterprises, Guelfi et al. (2008) defined the resilience as the capacity of a business process to recover and reinforce itself when facing changes. This calls for a scientific approach to solving this problem. 1.2 Research Questions The following questions come up: Question 1: How may job rotation significantly affect the cost of production especially with its connection to work injury (particularly related to the worker aging)? Question 2: How to define and model the quality of the operation of a manufacturing or production system particularly in terms of resilience or system disruption? Question 3: How to define and model job rotation in production planning and scheduling so as to make a balanced improvement in terms of the cost and resilience? 2. Objectives and Scope Objective 1 To model the job rotation for incorporating them into the production planning and scheduling. The model should consider the influence of job rotation to work injury (due to aging). Objective 2 To develop a model for the resilience of a production system with planning and scheduling in place. The resilience may simply refer to operation disruption. It is assumed that by meeting the customer requirement for products or jobs, the quality of a production system is guaranteed. It is also assumed that the product delivery time is satisfied by an effective production plan and schedule. Objective 3 To develop a production planning model for achieving the lowest cost and highest resilience. In this model, besides the decision variables such as production quantity, the variable for job rotation will be included. 3. Literature Review 3.1 Production Planning and Scheduling Production planning is a planning of production and manufacturing modules in any organization or industry. It utilizes the allocation of resources (employees, material and machines) in order to achieve the organizational goals. On the other hand production scheduling differs from production planning in that a schedule includes the information such as what system components (machines and/or humans) do what jobs at what times. Ideally, one may want to be the best for all the foregoing goals but in reality this is not possible as there may be conflicts among them. For instance, low cost production may likely lead to poor product quality. Nevertheless, an optimal trade-off among these elements does make sense. In fact, from a mathematical point of view, the problem is inherently a multi-objective optimisation problem. In practice, the multi-objective optimization problem is modeled as a single objective optimization problem while the rest of elements are considered as constraints or only implicitly assumed. For instance, often the quality is assumed to be fine as long as the production meets the quantity, and the time is implicitly represented in a way that the customer demand for a period of time say T is divided into a series of time segments (ti), and then on each time segment (ti), there will be the product quantity say di. Based on the foregoing discussion, the quality, quantity, and time are modelled. This research will further consider cost and resilience. The cost goal is conventional in the mathematical model for production planning and scheduling (Cramer, 2011). Elements that incur the cost are: material cost, machine utilization cost, human cost, human work injury cost, inventory cost, penalty cost, overhead cost, and so forth (Phruksaphanrat, Ohsato Yenradee, 2006; Swamidass, 2000; Gallego, 2001; Xu, 2015; Sule, 2008). The resilience goal is less known to the literature especially a joint consideration of the cost goal and resilience goal. There are some works on job rotation, which are categorized into the human factors in planning and scheduling, and will be discussed later in this document. Broadly, according to (Laperrià ¨re et al., 2014) Production planning does not work alone, it normally approaches with other production activities (Fig. 1) such as aggregate production planning, production scheduling and production control. Aggregate Production Planning (APP) determines what, when and how much the work force levels, inventory status and production rate required to achieve the market or customer demand. APP falls between the broad decisions of long-range planning and the highly specific and detailed short-range planning decisions (Chakrabortty Hasin, 2013).Production Scheduling determines the sequence of production for planned products on daily and weekly basis (Pinedo, 2005); see also the previous discussion. Production Controldeals with the real time information from the processes such as workforce and inventory level to take decisions to remove or avoid the system from disruption (Pinedo, 2005). In this thesis research, the scope is production planning and schedu ling. 3.2 Human factors in production planning Technological developments in the production system allowed the automation of the manufacturing processes and assembly lines, but employees or human operators still remain a serious factor in every production system (Chryssolouris, 2006). Employees or workers are the most important resources of any organization. The way in which workers are allocated to tasks can meaningfully affect a companys performance or productivity (Tharmmaphornphilas Norman, 2007). Therefore non-compatibility or mismatch of humans to technical systems may even cause injuries in the humans, which is the main concern of human factor engineering in production planning. To solve this problem, job rotation is the best technique to overcome this issue and it helps to increase the production efficiency or productivity (McKay Wiers, 2006). 3.2.1 Human Scheduling in Technical System Presently, industries assign tasks to employees according to their competence, skills or experience. This method helps to increase the system productivity and quality but it can results in worker to be assigned same task every time (Tharmmaphornphilas Norman, 2007). Performing the repetitive tasks may reason for musculoskeletal disorders, accrue stress, induce boredom, create fatigue and may lead to occupational illness and injury (Hagberg et al. 1995). 3.2.2 Human Work Related Injuries The behavior of a worker can be affected by several factors such as: (Digiesi, et al. 2009). Work Environment: (physical: microclimate, ergonomics, noise; social: human relationships, communication among the group). Nature of the Task: (discrete vs. continuous, repetitive vs. non-repetitive, motor vs. cognitive). Personal factors: (psycho-physical attitude, personal skill, age, sex). 3.2.3 Leading Factors for Work Injuries It has been noticed that there are some major factors which contributes to work injuries are: Employee Boredom: It can be related with performance reduction, general dissatisfaction, and accidents (Azizi, Zolfaghari Liang, 2010). Fatigue: Accumulation of fatigue causesmusculoskeletal disorders(Asensio-Cuesta et al., 2012) Repetitive Motions: Monotonous repetitive work has been identified as a major cause of work load related disorders (Michalos et al., 2010) Workforce Aging: In very repetitive short cycle operations, work-related musculoskeletal disorders tend to be more dominant in workers aged from 40 to 60 (Boenzi, et al., 2015). 3.2.4 How We Reduce Work Injuries There are three ways to reduce or overcome the work injuries (Tayyari Smith, 1997) .These are as follows: Engineering Solutions: It includes to redesign the work place, redesign tools and redesign job. Administrative Solutions: It includes the reconsideration of work schedules, workers rotation and career changes. Personal Protective Equipment:It includes safety shoes, hats, safety glasses and safety clothes. 3.3 Quality Quality is important property of any systems and usually refers to the degree to which a system lives up to the expectation of satisfying its requirements (Ivan et al. 2014). The definition of quality, standardized by the American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) in 1978, is the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. This definition suggests that we must be able to identify the features and characteristics of products and services that determine customer satisfaction and form the basis for measurement and control. 3.3.1 Manufacturing Quality In terms of manufacturing based quality, (Crosby, 1979) defined manufacturing quality as quality is about conformance to requirement. 3.3.2 Dimensions of Quality Garvin (1988) and Grady (1992) described the dimensions for quality analysis in their book are: Performance, Reliability, Conformance, Durability, Serviceability, Usability, Functionality and Supportability. Quality is often characterized in terms of attributes for system quality such as modifiability, durability, predictability (Ivan et al., 2014). 3.4 Job Rotation Job rotation is about the rotation of workers among a number of non-similar workstations where each worker requires different skills or techniques and responsibilities to do job (Azizi, Zolfaghari Liang, 2010). In other words job rotation can be defined as working at different operations or in different positions for particular set periods of time in a planned way (Jorgensen, 2005). 3.4.1 The Importance of Job Rotation Implementing Job Rotation as a manufacturing method is beneficial to increase production efficiency, operator satisfaction and helps to reduce Work-related musculoskeletal Disorders (WMSDs) and labor cost (Cramer, 2011). Job rotation using lateral transfers allows employees to gain a wide range of knowledge, skills and competencies (Jorgensen, 2005). It provides a benefit or increase the firms ability to deal with change (Kher et al., 1999). As a benefit of job rotation to workers, it may increase workers job satisfaction (Cunningham and Eberle, 1990). Job rotation also yields such benefits to workers as reducing the injuries due to performing repetitive tasks as well as the workers fatigue especially if the worker is exposed to various muscular loads during task operation in manufacturing (Hinnen et al., 1992; Henderson, 1992). Carnahan et al. (2000) studied several methods to integrate the safety criteria into scheduling algorithms to produce job rotation schedules that reduce the potential for work injury. Job design related applications began to take shape with a scientific management approach in the 1900s. The study of management scientists such as Taylor and Gilbreth on the subject of job design becomes a foundation for scientific management. Further, many models were developed, which are associated with job design, social information processing and job characteristics approach by Hackman and Oldman in 1976 (Hackman Oldham, 1976) and these models have enormously important effects on increasing the productivity of human resources. Job rotation prevents musculoskeletal disorders, eliminates boredom and increases job satisfaction and morale. As a result, an organization gains a skilled and motivated workforce, which leads to increases in productivity, employee loyalty and decreases in employee turnover (Asensio-Cuesta et al., 2012). Job rotation is considered as an appropriate organizational strategy to reduce physical workload (Paul et al., 1999; Boenzi et al., 2015) in human-based production systems and it is the most wide spread labor flexibility instrument in the case of repetitive assembly tasks (Paul et al., 1999). 3.4.2 Outcome of Job Rotation 3.4.3 Job Rotation as a Cost Effective Tool There are several appealing factors for job rotation but one major factor is the relatively low implementation cost. Job rotation policy is very effective tool to overcome or minimize the work injuries cost or helpful in reduction of repetitive tasks, which leads to work injuries. Job rotation itself cost effective to apply in any organization the cost which only related to job rotation is training cost. 3.5 Work Force Aging The phenomenon of population aging affects the ageing of work force which determines work force availability. Industrial and academic research are required to investigate the influence of workforce aging in formulating new working time models and job rotation planning solutions. Field investigations on the effect of workers aging on production performance were carried out at the BMW plant in Dingolfing, Bavaria (Loch CH et al., 2010). 3.5.1 Aging Effects on Worker According to (Tokarski, 2011) aging affects the workers performance in three aspects are: Physically: (physiological, perceptual and motor processes, and declines in abilities, such as dexterity, strength and endurance. Cognitive: (Decision making Skills, Learning skills and forgetting phenomena) Emotions:(Boredom, fatigue and lack of motivation) 3.5.2 Workforce Aging Effect on Production Performance Changes in workforce age structure may have an impact on production system performance or productivity. According to Sà ¼lzenbrà ¼ck et al. (2010) age-related impairments have a negative effect on working capacity and productivity. In assembly lines the higher the average age of the assemblers, the higher the risk they cannot meet all the requirements (Buck Dworschak, 2003). The effects of ageing on employees physical and cognitive performances negatively affects the flexibility of human based production system (Boenzi et al., 2015). The factors which may affect the performance of a worker with respect to ageing are: Muscular Strength. Dynamics Actions. Endurance (Aerobic Capacity). Reaction Time (Responses). Awkward Postures (Flexibility). 4. Proposed Methodology A mathematical model will be developed in terms of Production cost. Components of production cost will be work injury cost, work injury prevention cost, inventory cost and conventional production cost. Different Scenarios will be developed considering workers of different age groups and how they can be rotated between job positions, when there is a work related injury to one of them. When scenarios are made, mathematical model formulated in the earlier step will be applied on the scenarios. The mathematical model for each scenario will form the basis for the use of Multi Objective Genetic Algorithm (MOGA). This Aggregate production planning problem emphases on developing a Multi objective Genetic Algorithm (MOGA) method to find the optimum production plan for meeting forecasted customer demand by controlling the work injury during the production. Multi objective function will be inserted along with its constraints. A general description of steps for implementing MOGA are as follows: Step 1: Generate random population of n chromosomes (suitable solutions for the problem) Step 2: Evaluate simultaneously the Multiple fitness f(x) of each chromosome x in the population Step 3: Create a new population by repeating four steps (Selection, Crossover, Mutation and Acceptation) until the new population is complete. Step 4: Use new generated population for a further run of algorithm Step 5: If the stopping condition is satisfied, stop, and return the best solution in current population Step 6: If the stopping condition is not satisfied then go to step 2 follow loop. MOGA parameters will then be inserted. Assumptions No worker is working on full capacity. It is assumed that a worker only utilizes 60 percent of his/her work capacity to fulfil the job requirement. Material is always available during production. Trivial solutions will be ignored. No hiring and lay off during the planning horizon. It is assumed that age is not a contributing factor towards work injury. 5. Conclusion There has been some work done on the concept of production planning in terms of work injury cost. But upon doing literature review, I realized that there has been no work done when it comes to applying work injury cost and job rotation to make a production plan. My work will focus on developing a production model by considering work injury cost and job rotation. There are quite a few benefits of this approach. Firstly, it will give us a model where workers of different age can be used in an optimized way in a production based environment. Secondly, in case of any absentee or injuries, an organization can develop a plan in such a way that workers of older age (above 50) are minimally exposed to physically intensive work. Furthermore, a model for job rotation will be made considering age of the workers so as to reduce work injury by minimal exposure of aged work force to physically demanding work. Lastly, due to application of work injury and job rotation, a cost effective way to model and run a production line (in terms of manual labor) will be done. 6. Timeline MONTH ACTIVITY January (2016) Preparation of set of research objectives and scope. Literature review. Presentation preparation for Seminar ME 990. February (2016) Identification of appropriate decision variables and constraints for model. March (2016) Completion of research proposal. April- September (2016) Advisory committee Formulation of model. Validation of model. October-November (2016) Compiling the final results. Thesis preparation. December (2016) Defence of thesis 7. References Buck, H., Dworschak. B., (2003) Ageing and work in Europe. Strategies at company level and public policies in selected European countries, in: Demography and employment, IRB, DE. Carnahan, B.J., Redfern, M.S., Norman, B.A., 2000. Designing safe job rotation schedules using optimization and heuristic search. Ergonomics 43, 543-560. Chakrabortty, R., Hasin, M. (2013). Solving an aggregate production planning problem by using multi-objective genetic algorithm (MOGA) approach. International Journal of Industrial Engineering Computations, 4(1), 1-12. Chryssolouris G (2006) Manufacturing Systems: Theory and Practice. Second edition. Cramer, Scott Douglas, Increased production capabilities by job rotation through simulation. (2011). Electronic Theses and Dissertations. Paper 287. Cunningham, B.J., Eberle, T., 1990. A guide to job enrichment and redesign. Personnel, pp. 56-61. David A. Garvin, (1988). Managing Quality. The Free press. F. Boenzi, S. Digiesi, G. Mossa, G. Mummolo, V.A. Romano, Modelling Workforce Aging in Job Rotation Problems, IFAC-PapersOnLine, Volume 48, Issue 3, 2015, Pages 604-609, Frazer, M.B., Norman, R.W., Wells, R.P., Neumann, W.P. (2003): The effects of job rotation on the risk of reporting low back pain. In: Ergonomics, (2003), vol. 46, no. 9, 904 919. Gallego, G. (2001). IEOR 4000, Production Management, Lecture 5. Columbia University. George Michalos, Sotiris Makris, Loukas Rentzos George Chryssolouris., (2010). Dynamic job rotation for workload balancing in human based assembly systems. CIRP Journal of Manufacturing Science and Technology 2 (2010) 153-160. Gert Zà ¼lch, Wolfgang J. Braun, Emmerich F. Schiller, Analytical approach of determining job division in manual assembly systems, International Journal of Production Economics, Volume 51, Issues 1-2, 15 August 1997, Pages 123-134, Guelfi, N., et al., 2008. SERENE08: Proceedings of the 2008 RISE/EFTS Joint International Workshop on Software Engineering for Resilient Systems, 17-19 November 2008, Newcastle upon Tyne, UK. New York, NY, USA: ACM. Hackman, J. R., Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior Human Performance, 16(2), 250-279. Hagberg, M., Silverstein, B., Wells, R., Smith, M. J., Hendrick, H. W., Carayon, P., Pà ©russe, M. (1995). Work related musculoskeletal disorders (WMSDs): a reference book for prevention. London: Taylor Francis. Hinnen, U., Laubli, T., Guggenbuhl, U., Krueger, H., 1992. Design of check- out systems including laser scanners for sitting work posture. Scandinavian Journal of Work, Environment and Health 18, 186-194. Ivo Tokarski, (2011). Health of ageing staff on success of job rotation strategy. J. Jà ³zefowska, A. Zimniak, (2008) Optimization tool for short-term production planning and scheduling, International Journal of Production Economics, Volume 112, Issue 1, March 2008, Pages 109-120. Jian-Hung Chen, Shinn-Ying Ho,(2005) A novel approach to production planning of flexible manufacturing systems using an efficient multi-objective genetic algorithm, International Journal of Machine Tools and Manufacture, Volume 45, Issues 7-8, Pages 949-957, Jorgensen, M. (2005): Characteristics of job rotation in the Midwest US manufacturing sector: Ergonomics, 48(15), 1721-1733. Kher, H.V., Malhotra, M.K., Philipoom, P.R., Fry, T.D., 1999. Modelling simultaneous worker learning and forgetting in dual resource constrained systems. European Journal of Operational Research 115, 158-172. Kurtulus Kaymaza. (2010): The Effects of Job Rotation Practices on Motivation: A Research on Managers in the Automotive Organizations: Journal of Business and Economic Research: Vol 1, No 3, pp. 69-85. Laperrià ¨re, L., Reinhart, G., the International Academy for Production Engineering. (2014). CIRP Encyclopedia of Production Engineering, Springer Berlin Heidelberg. Loch CH, Sting FJ, Bauer N, Mauermann H (March, 2010) How BMW is defusing the demographic time bomb. Harward Bus Rev 88(3):99-104. McKay, N. K., Wiers, C. S. V. (2006). The human factor in planning and scheduling. Handbook of production scheduling, Springer US, 23-57. Mistrik, Ivan Bahsoon, Rami Eeles, Peter Roshandel, Roshanak Stal, Michael. (2014). Relating system quality and software architecture.Books24x7 version. Nader Azizi a, Saeed Zolfaghari b, Ming Liang a., (2010). Mode

Education reform Essay

MSU essay choice #2: Describe a significant experience from the past two years which required you to interact with someone outside of your own social or cultural group (ethnic, religious, geographic, socioeconomic, etc. ). How did this impact you? What did you learn and what surprised you? During my junior year of high school, I went on a mission trip/volleyball expedition with my club team. We traveled down to Nicaragua because this was a new experience for everyone involved. When we first got off the plane it was a completely different atmosphere than what any of us were used to. As soon as you leave baggage claim, you are greeted by a large sea of people. The only thing keeping the two of you apart is a tiny glass door which leads to the streets you exit from. After we left the airport and checked into our hotels we were on the road to do our first part of community service. We met in this large dusty field with make shift bases and a small pitcher’s mound. We later found out that it was home to a youth girl’s kickball league. The girls were from the ages of eight through sixteen. You could tell that they didn’t have much and kickball was there whole life, but they always had a smile on their face and made the best of everything. When we were playing with the girls, we got to talk with them a little bit but there were some barriers because they couldn’t speak English, and we didn’t know much Spanish. Despite that, we were able to laugh and joke with the girls. Seeing the way they smiled and how they were able to make the best or most out of everything showed me that you don’t always need the material things in life that you can be alright and still find happiness. On our next mission trip, we were split into groups to do different assignments. My group was assigned to an elementary school out in the countryside to work with preschoolers. The drive out was very far from town and the smell of animal waste and disease burned your nose. When you finally arrived to the school, it was the size of a traditional school house from early pioneer days. When we walked inside, we learned that it wasn’t only a school for preschoolers, but it was also class rooms full of kids from first to sixth grade. Each classroom was divided by age to try and keep kids learning as much as possible. When we took the children out to play, they looked surprised yet fortunate. I had never seen such a bright smile on a person’s face till I got to play with those kids. When the play time was over and we went to donate the school supplies we brought down for them, they gave us big hugs and much gratitude. At first I didn’t realize why someone would be thanking me for an eraser and five pencils, but then I later realized that theses were all of the school supplies that child would have for the rest of the year or even the rest of their school career. When it came time to leave, not only were we sad, but so were the kids. Later on through the day, we found out that since that school was so far from the main town we were staying in, they never had any visitors and they hardly ever get donations. The school only went up to grade six because by that age, kids could either continue to go to high school, or start working. Hearing all of that made me realize just how blessed I am to live in the country and have the opportunities that I do. Those children may have no say in whether or not they can finish up schooling and go to college to live successful lives. Not every person in life has the choice to better themselves or to change their social status in life.

Womanist - Alice Walkers Term for Black Feminist

A black feminist or feminist of color, according to Alice Walker, who first publicly used the term; someone who is committed to the wholeness and well-being of all of humanity, male and female.  Womanism identifies and  critically  analyzes  sexism, anti-black racism, and their intersection. Womanism  recognizes the beauty and strength of embodied black womanhood and seeks connections and solidarity  with black men. Womanism identifies and criticizes sexism in the African American community and racism in the feminist community. Origins Alice Walker introduced the word â€Å"womanist† into feminist parlance in her 1983 book In Search of Our Mothers Gardens: Womanist Prose. In the book, she cites the phrase â€Å"acting womanish,† which was said to a child who acted serious, courageous and grown-up rather than girlish. Many women of color in the 1970s had sought to expand the feminism of the Women’s Liberation Movement beyond its concern for the problems of white middle-class women. The adoption of womanist signified an inclusion of race and class issues in feminism. Alice Walker also used womanist to refer to a woman who loves other women, whether platonically or sexually. Walker used examples from history including educator and activist Anna Julia Cooper and abolitionist and womens rights activist Sojourner Truth. She also used examples from current activism and thought, including writers bell hooks and Audre Lorde, as examples of womanists. The term â€Å"womanist† is thus both an alternative to and an expansion of the term â€Å"feminist.† Womanist Theology Womanist theology centers the experience and perspective of black women in research, analysis, and reflection on theology and ethics.  The term arose in the 1980s as more African American women entered the theological field and questioned that white feminist and black male theologians spoke adequately to the particular experience of African American women. Womanist theology, like womanism in general, also looks at the ways in which black women are portrayed in inadequate or biased ways in the works of white women and black men. Quotes About Womanism Alice Walker: Womanist is to feminist as purple is to lavendar. Angela Davis:  Ã¢â‚¬Å"What can we learn from women like Gertrude Ma Rainey, Bessie Smith, and Billie Holiday that we may not be able to learn from Ida B. Wells, Anna Julia Cooper, and Mary Church Terrell? If we were beginning to appreciate the blasphemies of fictionalized blues women—especially their outrageous politics of sexuality—and the knowledge that might be gleaned from their lives about the possibilities of transforming gender relations within black communities, perhaps we also could benefit from a look at the artistic contributions of the original blues women.† Audre Lorde: But the true feminist deals out of a lesbian consciousness whether or not she ever sleeps with women. Yvonne Aburrow:  Ã¢â‚¬Å"The patriarchal/kyriarchal/hegemonic culture seeks to regulate and control the body—especially women’s bodies, and especially black women’s bodies—because women, especially black women, are constructed as the Other, the site of resistance to the kyriarchy. Because our existence provokes fear of the Other, fear of wildness, fear of sexuality, fear of letting go—our bodies and our hair (traditionally hair is a source of magical power) must be controlled, groomed, reduced, covered, suppressed.†Ã‚   Womanist Writings: A Selection bell hooks  Aint I a Woman: Black Women and Feminism. 1981.Walker.  In Search of Our Mothers Gardens: Womanist Prose.  1983.Paula J. Giddings.  When and Where I Enter: The Impact of Black Women on Race and Sex in America.  1984.Angela Y. Davis.  Blues Legacies and Black Feminism: Gertrude Ma Rainey, Bessie Smith, and Billie Holiday.  1998.Barbara Smith.  Home Girls: A Black Feminist Anthology.  1998.Nyasha Junior.  An Introduction to Womanist Biblical Interpretation. 2015.

Understanding Mayan Human Sacrifice

Why did the Maya perform human sacrifices? That the Mayan people practiced human sacrifice is not in doubt, but providing motives is part speculation. The word sacrifice is from the Latin and it is associated with the word sacred—human sacrifices, like many other rituals in the Maya and other civilizations, were part of a sacred ritual, an act of appeasing or paying homage to the gods. Grappling With the World Like all human societies, the Maya grappled with uncertainty in the world, erratic weather patterns which brought drought and storms, the anger and violence of enemies, the occurrence of disease, and the inevitability of death. Their pantheon of gods provided some perceived control over their world, but they needed to communicate with those gods and to perform deeds showing that they were worthy of good luck and good weather. The Maya performed human sacrifices during particular societal events. Human sacrifices were conducted at specific festivals in their annual calendar, at times of crisis, at dedications of buildings, at the ends or beginnings of warfare, at the accession to the throne of a new ruler, and at the time of that rulers death. Sacrifices at each of these events likely had different meanings to the people who conducted the sacrifices. Valuing Life The Maya valued life highly, and according to their religion, there was an afterlife so human sacrifice of people they cared for—such as children—was not perceived as murder but rather placing that individuals life into the hands of the deities. Even so, the highest cost to an individual was to lose their children thus child sacrifice was a truly holy act, conducted at times of crisis or times of new beginnings. At times of war and at rulers accessions, human sacrifices may have had a political meaning in that the ruler was indicating his ability to control others. Scholars have suggested that public sacrifice of captives was to display that ability and to reassure the people that he was doing everything he could to stay in communication with the gods. However, Inomata (2016) has suggested that the Maya may never have evaluated or discussed the legitimacy of a ruler: sacrifice was simply an expected part of the accession. Other Sacrifices Maya priests and rulers also made personal sacrifice, using obsidian knives, stingray spines, and knotted cords to draw blood from their own bodies as offerings to gods. If a ruler lost a battle, he himself was tortured and sacrificed. Luxury goods and other items were placed in sacred locations such as the Great Cenote at Chichen Itza and in rulers burials along with the human sacrifices. When people in modern societies try to come up with the purpose of human sacrifice in the past, we are prone to put our own concepts about how people think about themselves as individuals and members of society, how authority is established in our world, and how much control we believe our gods have over the world. It makes it difficult if not impossible to parse out what the reality might have been for the Maya, but no less fascinating for us to learn about ourselves in the process. Sources: Ardren T. 2011. Empowered Children in Classic Maya Sacrificial Rites. Childhood in the Past 4(1):133-145.Inomata T. 2016. Theories of Power and Legitimacy in Archaeological Contexts: The Emergent Regime of Power at the Formative Maya Community of Ceibal, Guatemala. Political Strategies in Pre-Columbian Mesoamerica. Boulder: University Press of Colorado. p 37-60.Pà ©rez de Heredia Puente EJ. 2008. Chen K’u: The Ceramic of the Sacred Cenote at Chichà ©n Itzà ¡. Tulane, Louisiana: Foundation for the Advancement of Mesoamerican Studies, Inc. (FAMSI).

The Body in Western and Non Western Cultures - 949 Words

How do people view the body? The answer varies from location, religion and culture. How western cultures view the body and how the body is treated (our body and others) are different from how non western cultures view and treat bodies. We can see the differences in the western and non western bodies in such works as Anne Fadiman’s account of a Hmong child in America and in articles like Genital Surgeries: Gendering Bodies. Along with the many differences between western and non western thoughts there are also several similarities. Especially when it comes to metaphors of the body. The generalized western opinion of the body is that it is akin to an object. Like a car the body is composed of several diverse aspects. From a medical†¦show more content†¦Women find â€Å"that natural female genitals are unclean and ugly and the surgeries create a more pleasing, smooth, and ‘feminine’ genital area† (page 95 Genital Surgeries) For many women practicing genital surgery it is a form of cosmetic surgery. It has the same purpose (to make the body look appealing) and some of the same risks (excessive bleeding and tearing) as many cosmetic surgeries used in western cultures. Although many western cultures denounce these practices as being barbaric and unfair these western cultures actually practice genital surgery on children. For example, many baby boys in the United States are circumcised at birth for both aesthetic reasons and for health concerns. Children born with both male and female genitalia are seen as medical emergencies and surgeries to correct this anomaly are done as soon as possible. The western and non western view of the body is very different. As we infer from comparing the western view of the body to the Hmong view of the body there are many ways to view the body than the one we were brought up to believe. However, we can also see from western metaphors and Hmong metaphors that a sick body is recognized by most people as being sick. We are also able to see with genital surgery that although society standards are different for every culture each culture uses surgery as a way to enhance the body and make it more pleasing to look at. Even with drastically different views of theShow MoreRelatedMedia Consumption Of Non Western Countries1414 Words   |  6 PagesMedia Consumption in Non-Western Countries The usage of media in Non-Western countries has been spreading as technology and social media have become the focus for most teenagers and young adults. 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Anorexia Nervosa is defined as people starving for food as they are afraid to put on weight .People a dopting the western culture find their ideal body type as slim, so they need to do exercise and should not eat fat to stay slim. Mass media has contributed a lot in influencing women in the western culture and is contributingRead MoreThe Spirit Catches You and You Fall Down - Anne Fadiman Essay examples1611 Words   |  7 Pagescommon characteristics, and challenges, of health care today: the need to achieve a working knowledge of as many cultures as possible in health care. 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Personal Healthy Living Plan Free Essays

Personal Healthy Living Plan 1. Feb. 19. We will write a custom essay sample on Personal Healthy Living Plan or any similar topic only for you Order Now 2013| Food Eaten| How much Eaten| Breakfast| Milk| 1 cup| Lunch | Salmon Lettace Sandwich | 1 Normal sized Sandwich | Dinner| RiceBeefTomatoesEggs| 1 bowl Few slicesAround 1 whole tomato | Snacks| Candy| 2 piece | Feb. 20. 2013| Food Eaten| How much Eaten| Breakfast| Soy Milk| 1 cup| Lunch | Cup noodle| 1 Serving | Dinner| FruitsCreme SoupSpaghetti | 2 Whole Oranges | Snacks| Chips | 70g bag of Chips | Feb. 21. 2013| Food Eaten| How much Eaten| Breakfast| Water| 1 cup | Lunch | RiceChickenRadish| 1/2 a bowlFew piece 3-4 piece | Dinner| Chow Mein -Carrots-beef-lettace-mushroomsSteamed FishFruit| 1. 5 bowl 1 Orange | Snacks| Candy | 6 piece. | Physical Activities: Job Around the neighborhood every Mon, Wed, and Fri; depends on the weather. 4. Notes of Canada’s good guide -Eat at least one dark green and one serving vegetable each day -Choose vegetables and fruit prepared with little or no added fat, sugar or salt. -Have meat alternatives such as beans, lentils and tofu often – Consume at least two servings of fish each week -Use vegetable oil such as canola, olive and soybean Make at least half of your grain products whole grain each day -Have real Fruits and vegetables Compare your eating habits with the recommendations found in Canada’s Food guide. Base on what the food guide says, what menu changes, if any, would you make to the meals you ate over the three days you tracked and that you eat in general? Why? Compared to my eatin g habits for the past three days, to the eating baits with the recommendations found in Canada’s Food guide, it seems like my habit is a little off from being healthy. I should eat a little more for breakfast, and sometime more healthier during lunch. I might try adding oatmeal and toasts to my breakfast meal, and provide more fruits and vegetables for lunch. After these small changes, I think I eat pretty healthy since I usually eat at least 1-2 servings of rice, noodles, vegetables, and meat for dinner. For the past 3 days, I ate multiply of candies. It contains a lot of sugar and if I continue on eating candies every day, it will affect my health. Regular Exercise Routines 1. Explain what exercise routines youa re currently involved in. Hwo do these connect to the completeion of your daily physical activity (DPA) requirement? 2. What are someof these challenges you personally encounter as you develop or maintain a regular habit of exercise? 3. What benefits does a regular exercise provide you personally? 1. For daily physical acitivity requirement, we must document and report a minimum of 150 per week fo physical activity. The exercises that I involved in are the same as my DPA requirement. I play badminton with my friends every weekend and I job around the neighbood at least once a week. 2. I had a hard time maintaining a regular habit of exercising, due to the weather 3. A regular exercise can improve my mood and help my sleeping schedule. It will also benefit my health by exercising regularly. It also increase the opportunity in finding a better job and creating a better future. Emotional Health Management 1. What does it mean to be emotional healthy? 2. Visit the Canadian Mental Health website and read about stress. Take the stress test and record your scoare. 3. How do you positively manage your emotions when you get uncomfortable with them? Give 2 real life example of this and describe any techniques/strategies you used to help you during these times. 1. Emotional health means the degree to which you feel secure, stable and relax in everyday life. Living a happy life is what makes us worth living. 2. I got 10 score for the stress test. 3. When I get uncomfortable stress, I talk to my friends and family. In certain degree of stress I do varieties of things, including shopping, gaming and movie night. Talking out with my friends helps me relief my stress and other activities allows me to keep my mind off of being unhappy. Positive Health Choices 1. Ive decided to include more vegetables and fruits in my diet, as I lack greens in my diet. It is important so I can have a healthier body. As for exercise, I’ve decided to go to the oval more often to work out. This will make me more fit and it will also help me improve my lever of proactively as exercise help clear mindsets, improve stress management, and make a person more positive. As for emotional health I intend to trust my problems with my current friends and families. 2. Fortunately, I do not consume any illicit drugs or alcohol, and I do not have any plans in the future to do so either. Alcohol will only do harm to my body. It does not only affect my health, it will also affect my family as well. If I were to be in a relationship or any that involves with my sexual health, I would gladly to say no to them; for I am too young. How to cite Personal Healthy Living Plan, Papers

Supporting Change within Organisations for Business- myassignmenthelp

Question: Discuss about theSupporting Change within Organisations for Business. Answer: Introduction This report has been executed on Supporting change within organisations which will discuss the different aspects related to change and management of change in an organisation. Change is an important part of every organisation which affects the functioning and performance of the organisation. Management of change needs to be done in a proper manner for enhancing the performance of the organisation. Farm superstores need to analyse these changes and manage these changes in an effective manner. This report will discuss the various factors responsible for the change, the impact of the change, factors involved in the change process, approach for change management, different behavioural responses and ways for supporting the individuals during organisational change. Factors explaining the reason behind need to change in the organisation Changes are occurring in the different factors present in the business environment which affects the performance of the business. These factors which act as reasons behind the need to change in Farm superstores are stated below: Technology: technological advancements or changes are taking place due to which business need to implement the change. Innovations in the technology forces Farm superstores to adopt the change for enhancing the performance by implementing technological advancements (Kaynak Basi, 2010). Competition: there has been a rise in the level of competition in the industry. This increase in the competition has forced the businesses to adopt the change. Improvement in the process: improvement in the process is another reason which is responsible for the need to change. Change in the legal framework: Change in the legal framework affects the operations or processes of the business. This change in the legal framework results in a need to change. Identification of opportunities: main motive of every business is growth and for the attainment of this objective business need to identify the opportunities and implement the changes for grabbing the opportunities (Jean, 2010). Change in customer needs: change in the taste and preference of the customers can affect the current process or structure of the business. Impact of change on organisation Change can be explained as the alterations taking place in the work environment of the business. Modifications and changes are required in the structure and processes of the business. For the survival of the business, there is a need to implement the changes taking place in the business environment. Changes are taking place at the workplace of the business due to various factors. These changes can affect the farm superstore in different ways. These ways in which change affects the business are discussed below: Change can result in an enhancement in the efficiency of the company. The change will help the Farm superstore in coping with the changing aspects of the business environment. Implementation of change can enhance the quality of the operations of the business which will contribute towards the efficiency of the Farm superstore (Avey, et. al., 2008). Staying current and updated: implementation of the changes taking place in the elements of the business environment helps the organisation is staying updated. It is vital for a business to stay updated so as to identify the opportunities available in a better manner. Grabbing opportunities available: change management will help the Farm superstore in preparing for dealing with the changing aspects and issues by identifying the opportunities available (Smollan, et. al., 2010). Factors involved in change process For the implementation of change, a change management process has to be adopted by Farm superstore for ensuring that process is successful. Change management is considered as a complicated issue which needs to be dealt in a proper manner. Adjustments for the implementation of the change need to be done properly for ensuring the functioning of the business is not getting affected. There are various factors which play a vital role in the change process. Successful chances of the change management are dependent on these factors. These factors are stated below: Plans: plans need to be formulated before implementing the change properly. Plans will outline the base on the basis of which change will be implemented (Frederick, 2014). Communication: communication is the most important factor for the change management process. Farm superstore must communicate the plans and change which it is planning to implement. Farm superstore may face resistance from the employees which can be dealt effectively with the use of effective communication. Motivation: managers of the Farm superstore need to motivate the employees for contributing to the implementation process of the change. Their support is required for successful implementation of the change (Wittig, 2012). Delegation: tasks of the change management process need to be delegated among the workforce for ensuring that the outcomes are achieved (Desson Clouthier, 2010). Comparison between approaches for change management Different approaches are available for change management which can be adopted by Farm superstore. These approaches or models for change management are Lewins Change Management Model, McKinsey 7 S Model and Kotters change management theory. Lewins Change Management Model recognises three stages which are unfreeze, transition and refreeze. In the unfreezing stage, the focus is on gaining the support of the employees by overcoming resistance to change. In the second stage, change management process is initiated. In the last stage, the stable position is attained. Farm superstore can use this model for dealing with the change in an easy manner but it is a time-consuming approach (Quick Base, 2012). On the other hand, McKinsey 7 S Model recognises 7 stages which are structure, systems, shared values, style, staff and skills. This model will help in developing a better understanding of the organisation. Emotional and practical components of change are considered in this model. The focus of this model is on every stage so as to cover every aspect in a proper manner. One limitation of this model is dependence on each other which can affect the performance of the model (Anastasia, 2015). On the other hand, Kotters change management theory recognises 7 stages which help in the implementation of the change in a proper manner. This approach is an easy approach where every stage is performed one after one. This approach focuses on preparation and acceptance of the change (Quick Base, 2012). Comparison between behavioural responses Different individuals can respond in a different manner towards the change which company is planning to implement. Different levels of the Farm superstore can respond in a different manner such as individual level, team level, department level and organisational level. Farm superstore needs to deal with different behavioural responses in an effective manner. Strategies can be used for the purpose of coping with these behavioural responses of different levels of Farm superstore (Reynolds, 2015). At the individual level, an individual may fear of losing the job, lack of clarity in the roles assigned, fear to perform the new roles and fear related to job security. At the team level, the team may fear of the change in the roles may arise due to the change proposed by the business or change in the composition of the teams. At the department level, the department may fear of the restructuring of the department by the organisation. At the organisational level, fear may be related to the restructuring of the organisation, relocation, takeovers and mergers (Pollack, et. al., 2013). Ways which can be used by HR for supporting individuals during organisational change HR can deal with the change and support the individuals working in the organisation for the implementation of change in a better manner. HR can use different ways for coping with the organisational change. These ways include: An HR can respond to the queries of the individuals for explaining them the importance of change for the organisation and making them understand the role of their support in implementing change. Employees may develop fears due to the change and lack of clarity regarding the change. HR can provide clarity to the views of the employees (Domingues, et. al., 2017). HR can define the role of every individual for the implementation of change in a proper manner. HR can explain the responsibilities of every individual which they need to fulfil for the purpose of supporting the proposed change. HR can adopt an approach for engaging the employees so as to ensure that they are in the favour of the change which business is planning to implement the change. The attitude of the staff can be changed with the help of this approach adopted by the HR (Reynolds, 2015). Conclusion Thus, from the above discussion, it can be stated that change management is an important aspect for every organisation. An organisation needs to identify the changes taking place in the business environment so as to eliminate the impact of these changes on the performance of the organisation. This report has covered different aspects related to the change and change management. This report has explained the reason behind the need to change, the manner in which change affects the organisation, key factors forming part of the change process, approaches which can be applied for management of change, analysing the impact of the change and role played by HR in supporting the employees for accepting the change. References Anastasia, 2015, Major approaches and models of change management, Cleverism. Avey, J. B., Wernsing, T. S. Luthans, F., 2008, Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors, The Journal of Applied Behavioral Science, 44(1), 48-70. Desson, K. Clouthier, J., 2010, Organizational Culture Why Does It Matter?, IAEA. Domingues, A. R., Rodrigo, L., Ceulemans, K. Ramos, T. B., 2017, Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability,Journal of Environmental Management, 192, pp.292301. Frederick, P. R. H., 2014, Organisational Behaviour and its Role in Management of Business, Global Journal of Finance and Management, Volume 6, Number 6, pp. 563-568. Jean, P. L., 2010, Change Management: Some preliminary key factors to succeed in leading people, Linnaeus University. Kaynak, E. Basi, R. S., 2010, Contextual Management: A global Perspective, Routlege. Pollack, J., Costello, K. Sankaran, S., 2013, Applying ActorNetwork Theory as a sensemaking framework for complex organisational change programs,International Journal of Project Management, 31(8), pp.11181128. Quick Base, 2012, Three Types of Change Management Models, Quick Base. Reynolds, N. S., 2015, Making sense of new technology during organisational change,New Technology, Work and Employment, 30(2), pp.145157. Smollan, R. K., Matheny, J. A. Sayers, J. G., 2010, Personality, Affect and Organizational Change: A Qualitative Study, Research on emotions in organizations, Vol. 6, pp. 85-112. Wittig, C., 2012, Employees Reactions to Organizational Change, OD Practitioner, vol. 44, No. 2.