Three Days To See Essay -- essays research papers

Three Days to SeeThis short story deals with how raft take advantage of having the privileges to see, hear, and speak. Some people, unfortunately, are blind, deaf, and mute. These unfortunate people take more time to appreciate life and the wonders it has to offer. The author, Helen Keller, is virtuoso such person who is blind, deaf, and mute. She believes strongly that people, who are fortunate to have such senses, take life for granted. She also believes strongly in living life to the fullest, meaning, accomplish what you can today or else of leaving it for tomorrow.An example from the story of how people take life for granted is when one says, I know that I will die one day, hardly it will not happen for a long time. This is when reality strikes. Death comes in many ways, the worst is when it is unsuspected and surprising. One can die at any moment, no matter how healthy or in what physical shape he is in. Building on that idea, Helen came across many instances relating to th e previous one mentioned. She had asked her friend what she had seen after taking a walk through the woods, and her friend replied, Nothing in particular. This is also a perfect example of how people with the enthrone and ability to see, take it for granted.As stated before, Helen also believed in living life to the fulle...

Matthew and Lukes Modifications :: essays research papers

Matthew and Lukes ModificationsThe authors of the Gospel According to Matthew, and the Gospel According to Luke made several(prenominal) considerable modifications, deletions, and additions to the Gospel of Mark. To the average reader the metamorphoses seem rather significant and one might ask why these changes were made. Well, there are several reasons why these changes were made. For example, the authors wanted to show readers that Jesus was more holy than the original author set him out to be. Also, the authors sought after to express the gospel in, what they thought, were better language to make it appear more authentic. Furthermore the authors of the Gospel According to Matthew and the Gospel According to Luke wanted simply to modify the text because they didnt see mettle to eye with what the original author said.Beginning with the author of Matthew we can see in the verse of Mark 3.22. It states, And the scribes who came down from Jerusalem said, He is possessed by Be-elze bul, and by the prince of demons he casts out the demons. However it is stated in Matthew 12.24 But when the Pharisees heard it they said, it is only by Be-elzebul, the prince of demons, that this man casts out demons. The author made this change to specifically show that it was the Pharisees, not the scribes, who thought that Jesus was possessed by the devil. Although, eventually many people believed that Jesus was possessed, I believe that the author change the text to show that the Pharisees were the ones who originally stated this.2An example of the author portraying Jesus as more holy, or God like, occurs in Matthew 17.22. It says, As they were gathering in Galilee, Jesus said to them, The Son of man is to be delivered into the hands of men, 17.23 and they will kill him, and he will be raised on the third day. And they were greatly distressed. On the other hand, Mark mentions in the verses 9.30-9.32 that Jesus is speaking specifically to his disciples. It also states that they were afraid to ask him, and didnt understand what was byword about his death. Matthew makes the first change to show that Jesus wants other people to know of his death. Most likely they were other believers and followers of Jesus. It almost like saw that Jesus was not selfish in just telling his disciples of his death, and that he wanted to share it with people who believed in him.

Biography of Andrew Carnegie Essay -- Andrew Carnegie Management Wealt

Biography of Andrew CarnegieAndrew Carnegie was born into a poor working class family upkeep in the t have got of Dunfermline, Scotland, in 1835. His father operated a small hand looming business located in the family home. The Carnegies was literate, well read, and active in the politics of the day. It was a time of repression of the Scottish worker by the Government, the employers, and the culture. contumacious in thought as well as actively participating in protests was part of the Carnegie family flavor style. He was exposed to all of Scotlands striking portrayal of Scottish Heroes. He learned the poetry and songs that were filled with the heroics of the underdog and their fight for equivalence. Andrew Carnegies mother was the virile parent in the family. She protected her two sons from associating with each corrupting values. Andrew said, Yes, mother would have taken her two boys, one under each arm, and perished with them then they should blend with low company in their extreme youth. there was not a prouder family in the land. Anything low, mean, deceitful, shifty, course, underhand, or gossipy was foreign to the heroic soul mother. Andrew idealized his mother, his verdant and its heritage, and the struggle for fair treatment of the worker. The Carnegie family left Scotland when Andrew was 13, and came to Pittsburgh, pappa at the urging of his two aunts. His mother was the behind the move and she continued to be a motivator, supporter, and comptroller of Andrew and his individual(prenominal) interests for the rest of her life. Carnegie arrived in America in 1848, and found the state of official social equality he had been searching for. Although the worker had not gained equality in living and working conditions, at least(prenominal) the laws of this government promoted its attainment. He had been filled with the idealism of a radical reformer in Scotland, but in America he quickly became involved with his own climb to success. His greatest characteristic was his ability to take advantage of any chance that was offered to him. His first opportunity to advance was his promotion from a factory spool boy to writing entries into his employers accounts. At 15, he grabbed at the chance to leave the factory for a job as a telegraph messenger. Andrew do it his concern to learn the name of every business owner in the city. Recognizing these men on the path shortened... ... . . . the ultimate source of Carnegies consuming opposition remains elusive. Ultimately human behavior results from the way in which an individual accommodates himself to the contradictions and ambiguities with in himself and his society.. . . . Andrew Carnegie had a personal set of paradoxes. The best his biographers can do is to demonstrate the pressures and document the response . . . . In himself Carnegie knew kindness and cruelty, vanity and shame, generosity and greed, doubt and confidence (Baker 27).Carnegie cannot be unsounded even with readin g all of his writings. He came from a very poor childhood, worked in sweat factories, and yet in his later life, these memories were obliterated by his almighty drive for power and wealth.Swetnam believes that, Carnegie developed a ism of his own. It was made up of his early religious and political training, rugged individualism, desire for mastery and achievement, greed, generosity, and a disapprobation that the world-and especially those close to him-needed his ideas and guidance. No small particle was his struggle of conscience over having indulged in what in 1868 he had alluded to as the worship of the golden calf ( 67). Biography of Andrew Carnegie Essay -- Andrew Carnegie Management WealtBiography of Andrew CarnegieAndrew Carnegie was born into a poor working class family living in the town of Dunfermline, Scotland, in 1835. His father operated a small hand looming business located in the family home. The Carnegies was literate, well read, and active in th e politics of the day. It was a time of repression of the Scottish worker by the Government, the employers, and the culture. Rebellious in thought as well as actively participating in protests was part of the Carnegie family life style. He was exposed to all of Scotlands dramatic portrayal of Scottish Heroes. He learned the poetry and songs that were filled with the heroics of the underdog and their fight for equality. Andrew Carnegies mother was the strong parent in the family. She protected her two sons from associating with any corrupting values. Andrew said, Yes, mother would have taken her two boys, one under each arm, and perished with them then they should mingle with low company in their extreme youth. There was not a prouder family in the land. Anything low, mean, deceitful, shifty, course, underhand, or gossipy was foreign to the heroic soul mother. Andrew idealized his mother, his country and its heritage, and the struggle for fair treatment of the worker. The Carnegie fa mily left Scotland when Andrew was 13, and came to Pittsburgh, Pennsylvania at the urging of his two aunts. His mother was the behind the move and she continued to be a motivator, supporter, and controller of Andrew and his personal interests for the rest of her life. Carnegie arrived in America in 1848, and found the state of official social equality he had been searching for. Although the worker had not gained equality in living and working conditions, at least the laws of this government promoted its attainment. He had been filled with the idealism of a radical reformer in Scotland, but in America he quickly became involved with his own climb to success. His greatest characteristic was his ability to take advantage of any opportunity that was offered to him. His first opportunity to advance was his promotion from a factory bobbin boy to writing entries into his employers accounts. At 15, he grabbed at the chance to leave the factory for a job as a telegraph messenger. Andrew made it his concern to learn the name of every business owner in the city. Recognizing these men on the street shortened... ... . . . the ultimate source of Carnegies consuming ambition remains elusive. Ultimately human behavior results from the way in which an individual accommodates himself to the contradictions and ambiguities with in himself and his society.. . . . Andrew Carnegie had a personal set of paradoxes. The best his biographers can do is to designate the pressures and document the response . . . . In himself Carnegie knew kindness and cruelty, vanity and shame, generosity and greed, doubt and confidence (Baker 27).Carnegie cannot be understood even with reading all of his writings. He came from a very poor childhood, worked in sweat factories, and yet in his later life, these memories were obliterated by his powerful drive for power and wealth.Swetnam believes that, Carnegie developed a philosophy of his own. It was made up of his early religious and political training, r ugged individualism, desire for mastery and achievement, greed, generosity, and a conviction that the world-and especially those close to him-needed his ideas and guidance. No small element was his struggle of conscience over having indulged in what in 1868 he had alluded to as the worship of the golden calf ( 67).

Herman Melville :: essays research papers

Herman Melville     In 1850 while writing The House of the Seven Gables, Hawthornespublisher introduced him to a nonher(prenominal) writer who was in the midst of a novel. Thiswas Herman Melville, the book Moby Dick. Hawthorne and Melville became goodfriends at once, for despite their dissimilar backgrounds, they had a great dealin common. Melville was a New Yorker, innate(p) in 1819, one of eight children of amerchant of distinguished lineage. His father, however, lost all his money anddied when the boy was 12. Herman left school at 15, worked briefly as a bankclerk, and in 1837 went to sea. For 18 months, in 1841 and 1842, he was crewmanon the whaler Acushnet. Then he jumped ship in the South Seas. For a time helived among a tribe of cannibals in the Marquesas. Later he made his way toTahiti where he idled away nearly a year. After another year at sea he returnedto America in the fall of 1844.     Although he had never before attempted serio us writing, in 1846 he produce Typee an account of his life in the Marquesas. The book was a greatsuccess, for Melville had visited a part of the world almost unknown toAmericans, and his descriptions of his bizarre experiences suited the taste of aromantic age.     As he wrote Melville became conscious of deeper powers. In 1849 he begana systematic study of Shakespeare, pondering the bards intuitive grasp of humannature. Like Hawthorne, Melville could not accept the prevailing optimism ofhis generation. Unlike his friend, he admired Emerson, seconding the Emersoniandemand that Americans reject European ties and develop their own literature."Believe me," he wrote, "men not in truth much inferior to Shakespeare are this daybeing born on the banks of the Ohio." Yet he considered Emersons vague talkabout striving and the inherent integrity of mankind complacent nonsense.     Experience made Melville too aware of the evil in the w orld to be atranscendentalist. His novel Redburn based on his adventures on a Liverpoolpacket, was, as the critic F. O. Matthiessen put it, "a study in disillusion, ofinnocence confronted with the world, of ideals shattered by facts." YetMelville was no cynic he uttered deep sympathy for the Indians and forimmigrants, crowded like animals into the holds of transatlantic vessels. Hedenounced the brutality of discipline in the United States Navy in White-Jacket.His essay The Tartarus of Maids, a contemptible if somewhat overdrawn description ofyoung women working in a paper factory, protested the subordination of humanbeings to machines.

The Glass Menagerie: Existentialist Responsibilities Conveyed Through t

The story of a young Tennessee Williams is poetically portrayed through a 1945 Broadway Play, The water ice Menagerie. The main character, gobbler Wingfield, lives in his familys apartment with his mother, Amanda Wingfield, and sister, Laura Wingfield. Their father left the family, and he remains a silent character appearing as a portrait on the apartment wall. Throughout the seven scenes, the immaturity of each family member is revealed. In search of adventure, Tom has dreams of being a writer and wishes to circulate his family and factory job, like his father, to join the Merchant Marines. Laura lets her disability, a braced leg, hinder her finding a job or a husband, while Amanda stays in denial of her childrens failure by living in the past with her gentlemen callers. Toms main responsibilities, created by Amanda, are to take care of Laura and the family. Amanda and Tom are constantly fighting about their different views of what they wish the future to bring. To cope wi th his problems, every night Tom ventures off to probably a bar, gets drunk, and indeed tells his family he was at the movies (Plot Summary The Glass Menagerie). Williams tries to express a personal struggle about trying to leave his family with out whimsey depravity (John Lahr) through fictional characters paralleling his family. These struggles are seen as failed responsibilities in the view of an existentialist. The responsibility of being an existentialist is conveyed through Tennessee Williams autobiographical character Tom and his failed responsibilities, guilt of the past, and denial of reality in The Glass Menagerie. The play takes place during the Great Depression in the 1930s, but America was in World War II when Williams wrote the play. The ... ...ge. Sartres Philosophy through 1945 Phenomenology and Ontology. Jean-Paul Sartre. Boston Twayne, 1983. 36-38. Print. Clinton, Craig. The Glass Menagerie Tennessee Williams. The Facts on File Companion to American Dram a. Ed. Jackson R. Bryer and Mary C. Hartig. New York Facts on File, 2004. 178. Print.Crowell, Steven. Existentialism. The Standford Encyclopedia of Philosophy.Winter 2010. Web. 26 Apr. 2012.Existentialism-A Philosophy. AllAboutPhilosophy.org. AllAboutPhilosophy.org, 2012. Web. 03 May 2012.The Glass Menagerie. Drama for Students. Ed. David Galens and Lynn Spampinato. Vol. 1. Detroit Gale Research, 1998. Print.Lahr, John. Telling It Like It Isnt. The New Yorker. 06 May 2010. Web. 2 May 2012.Plot Summary The Glass Menagerie. DISCovering Authors. Detroit Gale, 2003.Gale Student Resources In Context. Web. 17 Apr. 2012.

The Glass Menagerie: Existentialist Responsibilities Conveyed Through t

The story of a young Tennessee Williams is poetically portrayed through a 1945 Broadway Play, The applesauce menagerie. The main character, Tom Wingfield, lives in his familys flatbed with his mother, Amanda Wingfield, and sister, Laura Wingfield. Their father left the family, and he remains a silent character appearing as a portrait on the apartment wall. Throughout the septet scenes, the immaturity of each family member is revealed. In search of adventure, Tom has dreams of being a writer and wishes to leave his family and factory job, like his father, to join the Merchant Marines. Laura lets her disability, a braced leg, hinder her finding a job or a husband, while Amanda stays in denial of her childrens failure by animateness in the past with her gentlemen callers. Toms main responsibilities, created by Amanda, are to take care of Laura and the family. Amanda and Tom are constantly fighting about their unlike views of what they wish the future to bring. To cope with h is problems, every night Tom ventures off to probably a bar, gets drunk, and then tells his family he was at the movies (Plot Summary The Glass Menagerie). Williams tries to express a personal struggle about trying to leave his family with out feeling guilt (John Lahr) through fictional characters paralleling his family. These struggles are seen as failed responsibilities in the view of an existentialist. The responsibility of being an existentialist is conveyed through Tennessee Williams autobiographical character Tom and his failed responsibilities, guilt of the past, and denial of reality in The Glass Menagerie. The runaway takes place during the Great Depression in the 1930s, but America was in World War II when Williams wrote the play. The ... ...ge. Sartres Philosophy through 1945 Phenomenology and Ontology. Jean-Paul Sartre. Boston Twayne, 1983. 36-38. Print. Clinton, Craig. The Glass Menagerie Tennessee Williams. The Facts on File Companion to American Drama. Ed. Ja ckson R. Bryer and Mary C. Hartig. New York Facts on File, 2004. 178. Print.Crowell, Steven. Existentialism. The Standford Encyclopedia of Philosophy.Winter 2010. Web. 26 Apr. 2012.Existentialism-A Philosophy. AllAboutPhilosophy.org. AllAboutPhilosophy.org, 2012. Web. 03 May 2012.The Glass Menagerie. Drama for Students. Ed. David Galens and Lynn Spampinato. Vol. 1. Detroit Gale Research, 1998. Print.Lahr, John. Telling It standardized It Isnt. The New Yorker. 06 May 2010. Web. 2 May 2012.Plot Summary The Glass Menagerie. DISCovering Authors. Detroit Gale, 2003.Gale Student Resources In Context. Web. 17 Apr. 2012.

Tqm 6 Sigma

six-spot sigma and keep down whole tone guidance 1 1 X sextet sigma and full(a) choice heed De sm either-armment of Industrial and Systems Engineering Chung Yuan Christian University Taiwan, R. O. C. 1. The institutionalises and effectuation of cardinal Sigma In the past dickens decades, sestet Sigma methodology has been astray adopted by industries and non-profit governments by dint ofout the world. In this section, we demonstrate the development of 6 Sigma political plan, and discuss the features and the five go of the betterments 1. 1 The introduction of 6 Sigma sixer Sigma methodology was first espo enforced by Motorola in the mid 1980s. Antony & Banuelas, 2002 Wiklund & Wiklund, 2002). At t don time, Motorola was facing Japanese competition in the electronics industry and required to make drastic put to workions in its levels of attribute (Harry and Schroeder, 2000 Linderman et al. , 2003). A Six Sigma initiative ,which is origin on the wholey center on manufacturing cultivate and product calibre (Harry & Schroeder, 2000), is also designed to c argonn the grow in an organization through and through breakthrough rise in each(prenominal) aspects of the business (Breyfogle III et al. , 2001, p. 32).The Six Sigma architects at Motorola revolve abouted on making improvements in whole operations within a answer gum olibanum producing results far more rapidly and in effect (Harry & Schroeder, 2000). The winnerful writ of execution of the Six Sigma schedule in Motorola guide to huge benefits. Motorola recorded a reduction in defects and manufacturing time, and also began to reap fiscal rewards. Within four years, the Six Sigma program had saved the fellowship $2. 2 billion (Harry & Schroeder, 2000). The crowning feat was being recognized with the Malcolm Baldrige National theatrical role Award (Breyfegle III et al. 2001 Wiklund & Wiklund, 2002). IBM, SONY, and confederative Signal winner amply followed Motorola in carry throughing Six Sigma. consort Signal began its Six Sigma activities in the early 1990s, It flourishingly attained savings of US$2 billion during a five-year period (Klefsjo et al. , 2001). Sooner, the impressive results obtained by Allied Sigma induced General Electric (GE) to undertake a thorough effectuation of the Six Sigma program in 1995 (Pande et al. , 2000) as a corporate initiative to improve net profits and operating margin (Hendricks and Kelbaugh, 1998).The 1999 annual report of GE showed that the implementation produced more than US$2 billion in benefit (Slater, 2001 Coronado & Antony, 2002, Raisinghani et al. , 2005). Yang, Ching-Chow www. intechopen. com 2 bore direction and Six Sigma As a result, the impressive benefits of implementing Six Sigma programs in Motorola, Allied Signal, and GE led the Six Sigma methodology being widely adopted by industries throughout the world. Ameri give the gate Express, Ford, Honda, and Samsung retain all applied the methodology ( Klefsjo et al. , 2001 Sandholm & Sorqvist, 2002 Yun and Chua, 2002).The Six Sigma has baffle the most prominent bring down in whole step foc victimisation (Sandholm & Sorqvist, 2002 Yang, 2004) not only for manufacturing and service industries, but also for non-profit organizations and government institutes. The GE-6? program and the Motorola Six Sigma program did hold back some differences. Whereas Six Sigma activities in Motorola had reduceed on product tone and the manufacturing process, the GE-6? program extended the improvement activities to cover all reveal processes related to node propitiation. 1. 2 Some key views on Six Sigma Several prominent lookers have expressed views on Six Sigma. Hahn et al. (1999) emphasized that Six Sigma improvement is a highly condition and statistically found progression for removing defects from products, processes, and trans carry outs, involving everyone in the corporation. * Harry & Schroeder (2000) emphasized that Six Sigma pro vides maximum value to companiesin the variate of replace magnitude profits and maximum value to the consumer through high-quality products or service at the lowest possible cost. * Harry & Schroeder (2000) also concluded that Six-Sigma is a business schema and philosophy make around the concept hat companies shadower gain a competitive edge by reducing defects in their industrial and commercial processes. * Pande et al. (2000) commented that Six Sigma is a comprehensive and flexible constitution for achieving, sustaining, and maximizing business success. It is driven by close understanding of clients needs and develop function of facts, data, and statistical analysis. * Pearson (2001) described Six Sigma as a program that combines the most effective statistical and non-statistical methods to make overall business improvements. Slater (2001) stated that the Six Sigma approach provides a very specific look program with control techniques that ensure continuation of improve d processes. * Lucas (2002) described Six Sigma as a statistical business dust and a plumpal methodology for make grow quality improvement that achieves happy outcomes. * Treichler et al. (2002) concluded that Six Sigma is a highly disciplined process that divine services organizations to focus on developing and delivering near-perfect products and services. It is also, in Treichlers (2002) view, a change-acceleration process that focuses on pursuing success and the rapid adoption of change. Yang (2004) asserted that the GE-6? program and the Motorola Six Sigma program did have some differences. Whereas Six Sigma activities in Motorola had focused on product quality and the manufacturing process, the GE-6? program extended the improvement activities to cover all key processes related to customer happiness. www. intechopen. com Six sigma and Total spirit Management 3 In addition to the major features noted above, another(prenominal)wise features of the GE-6? program include (Breyfegle III et al. , 2001 Pande et al. , 2000 Treichler et al. 2002). * GE-6? rojects argon combine with the comp whatsoevers visions and strategies * all GE-6? protrudes argon strictly evaluated for fiscal impact * everyone who contributes to the success of the program receives large rewards, especially in terms of staff promotion * significant financial incentives (re indueing 40% of all bonuses accepted by employees) are tied to GE-6? dates * a sound statistical approach to improvement is adopted * projects are completed rapidly ( usually within 36 months) and * bottom-line results are stay and delivered. 1. 3 Implementation of GE Six Sigma The main features of GE-6? re discussed above, in this subsection we introduce the implementation of GE Six-Sigma * improvement steps * * staff roles and investment in information. 1. 3. 1 gain steps There have been many improvement models for process improvement or re-engineering. Most of these have been based on the steps intr oduced by W. Edwards Deming, which can be characterized as Plan, Do, Study, and Act (PDSA)(Deming, 1993). GE-6? has a five-phase improvement cycle that has become change magnitudely popular in Six Sigma organizations Define, Measure, give way, Improve, and Control (DMAIC).There is another cycle characterized as Define, Measure, Analyze, Design, and Verify (DMADV) (Pande et al. , 2000). Like other improvement models, the DMAIC (or DMADV) model is grounded in the original Deming PDCA cycle. Usually, Six Sigma organizations use DMAIC for process improvement and DMADV for process design (and redesign). control board 1. 1 describes the specific tasks in each step, and the tools and techniques used in the steps. Step Define ? ? ? ? ? ? Map process and identify inputs and ? outputs ? ? Establish measurement system for ? inputs and outputs ? ? generalise the existing capability of ? rocess ? ? ? ? ? Specific tasks Identify improvement issues Organize project aggroup Set-up improvement goal Estimate financial benefit Measure Tools and techniques active Customer complaint analysis Cost of poor quality (COPQ) Brainstorming Run charts, control charts Benchmarking Process map (SIPOC) Cause and effect matrix tidal bore R&R Control charts Process capability analysis Failure models and effects analysis (FMEA) www. intechopen. com 4 Quality Management and Six Sigma ? Identify sources of discrepancy in ? ? ? ? ? ? ? ? ? Analyze Improve ? ? ? Control projects Table 1. 1 DMAIC steps and tools usage ? ? Standardize the process ? ? Maintain full of life inputs in the optimal ? orbital cavity ? ? Verify long-term capability ? ? Evaluate the results of improvement process Identify potential minute inputs Determine tools used in the improvement step manoeuvre improvement actions Use experiments Optimize scathing inputs Cause-and-effect diagram Pareto diagram Scatter diagram Brainstorming Analysis of departure (ANOVA) Design of experiment (DOE) Quality function deployment (QFD) Process capability analysis Control charts Standard operation procedure Process capability analysis Fool-proofing (Poka Yoke) Run charts . 3. 2 Staff roles Along with the dogmatic improvement steps described above, the design of specific roles and their effective operations are valuable factors of the GE-6? program. Senior focal point is ultimately responsible for the success of the project through the provision of sufficient support, resources, and strong leading. The implementation of GE-6? is thus slip awaydown. The chief executive officer (CEO) is usually the driving force who nocks up the vision, develops the strategies, and drives the changes.Apart from the comminuted role of the CEO, other players also have their specific roles (Henderson and Evans, 2000) (i) Champions are usually the senior managers, who are the sponsors of the project and responsible for success of Six Sigma efforts, they are fully trained business leaders who promote and lead the deployment o f Six-Sigma projects (ii) Master unappeasable Belts (Mnotice board) are the full-time teachers and consultants, they are responsible for Six-Sigma strategy, deployment, learning, mentoring, and results.A master Black Belt in Motorola has leaded as a Black Belt for about ten boffo projects at least five years, and needs the recommendation of high centerings (iii) Black Belts (BBs) have the key operational role in the program as full-time Six Sigma players, they are fully-trained Six-Sigma experts and lead the improvement teams. They are qualified as they successfully leaded at least two Six-Sigma projects (iv) Green Belts (GBs) are the process owners who, led by the BBs, work on Six Sigma projects while retentiveness down their original job functions in the confederacy. . 3. 3 Investment in training Because training is a key ingredient in achieving success through Six Sigma (Pande et al, 2000), Motorola and GE have invested heavily in employee training for their Six-Sigma prog rams. Motorola invested $150 trillion per year in Six-Sigma courses, GE also spent $ 500 million per year in the implementation of Six-Sigma program (Sandholm and Sorqvist, 2002), GE has invested more than a billion dollars in this effort (Hahn et al. , 1999). GE has designed ww. intechopen. com Six sigma and Total Quality Management 5 a complete training plan for the various roles described abovefrom the CEO, to the Champions, MBBs, BBs, and GBs. In addition, the training program extends to all other employees in the organization. The training courses are comprehensive and cover team leadership skills, measurement and analytical tools, especially statistical methods, improvement tools, planning and implementation skills, and so on.For examples, (i). Champions have one week champion training related to Six-Sigma development, leadership, and the implementation plan. (ii). BBs spend about four to five weeks to receive the intensive, highly vicenary training, roughly corresponding t o the five steps of the implementation of Six-Sigma improvement project. Thus, the length of training is rough 16-20 weeks. (iii) GBs receive the training of six to ten days.The courses include the statistical tools and the use of statistical software, the detailed modules of five steps, the innovative and improvement tools, and the skill of project management. (iv) MBBs then take over the responsibility of the training for all the BBs and GBs. 2. The critical success factors of the implementation of Six-Sigma In this section we requisite to discuss the critical success factors for the successful implementation of Six-Sigma projects.We investigate the importance degree of the critical success factors in implementing Six Sigma, and their implementation level by using the questionnaire survey. 2. 1 The consideration of critical success factors Table 2. 1 lists the key factors, as asserted in five previous studies. The factors identified by Coronado & Antony (2002) and Antony & Banue las (2002) are almost identical, with the exception that Coronado & Antony (2002) added one extra factor (communication). Most of the success factors in the other troika studies are included in the work of Coronado & Antony (2002).The total twelve critical success factors in Coronado & Antony (2002) are considered in the present postulate In addition, two additional key factors, complete evaluation system of project performance and promotion and incentive for employees tied to the results of Six Sigma projects, are also considered in this chapter harmonize to Yun & Chua (2002) and Sandholm & Sorqvist (2002). The former introduces the factor of accurate and fair evaluation of all successful Six Sigma projects with meaningful recognition and rewards for employees.The later suggests focus on results to assert that the employee promotion and incentive compensation are tied to the results of Six Sigma projects. Finally, apart from the above, another key success factor somewhat miss by previous studies is the application of techniques and worlds. Although Coronado & Antony (2002) and Klefsjo et al. (2001) mention it as a required technique in the progress of Six Sigma projects, and Yun & Chua (2002) asserts that linkage with all innovation and base activities is also a key factor. We therefore add another key factor usage of innovative techniques and IT systems.In total, a study is conducted to adopt fifteen critical success factors in the questionnaire to investigate the extent to which they are implemented and their degree of importance from the self-coloreds perspective. www. intechopen. com 6 Quality Management and Six Sigma The author conducted the empirical study for those enterprises have implemented Six Sigma program in Taiwan, The aim of this empirical study is to investigate the importance degree and the implementation level of the critical success factors. Thus, the research design is conducted harmonise to the aim of the research. The Likert-type scale is used in the questionnaire.In the investigating of the importance degree of the critical success factors, a five-point scale from 1 (not important) to 5 (very important) is used. In the analysis of implementation level, a five-point scale from 1 (not implemented) to 5 (full implemented) is adopted 2. 2 The analysis of critical success factors The main focus of this study is to analyze the degree of importance of critical success factors for Six Sigma effectiveness as perceived by the respondents, and to assess the implementation level of these critical success factors by the organizations ( follow out Table 2. 2).As Henderson & Evans (2000) notes that take management leadership and support should be the critical success factor, our first priority of success factors is top management involvement and commitment. The other critical success factors are prioritized as follows cultural change, communication with all employees to achieve congruence, and training in Six Sigma, and so on. It should be noted that employees promotion and incentive tied to the results of Six Sigma projects is considered as an important factor for the success of Six Sigma in GE (Hendericks & Kelbaugh, 1998 Henderson & Evans, 2000). However, inTaiwan, this practice is not followed in the industries investigated. Hahn et al. , 1999 Key factors for Six ? Quantified functional impact Sigma effectiveness ? Continued top management support and enthusiasm ? The emphasis on a quantitative and disciplined approach ? The value placed on understanding and satisfying customer needs ? Combining the mightily projects, the right people, and the right tools Yun & Chua, 2002 Success factors for ? Strong proactive support with required Six Sigma resources provided by top management ? Acceptance and implementation of Six Sigmas effectiveness canonical disciplines by employees ?Linkage with all innovative and cornerstone activities ? Accurate and fair evaluation of all successful Six Sigma projec ts with meaningful recognition and rewards for employees www. intechopen. com Six sigma and Total Quality Management 7 ? Management commitment and visible support Sandholm & Sorqvist, 2002 Requirements for Six Sigma success ? Adaptation to an organizations situation and ? development of same language & ? Prioritization and selection of projects ? Focus on training and its content ? Customer orientation ? Focus on results ? Investment of adequate resources Treatment of Six Sigma as a holistic concept needs ? Responsiveness to external influences. ? Follow-up and communication of success stories ? Cultural change ? Management involvement and commitment ? Development of strategy to introduce Six Sigma terminology Coronado & Antony, 2002 Critical success factors for Six Sigma projects ? Understanding tools and techniques within Six ? shed prioritization and selection Key ingredient for ? Management involvement and commitment ? Cultural change Six Sigma ? Organization infrastructure e ffectiveness ? Training ? Project management skills ?Project prioritization and selection, reviews and tracking ? Understanding the Six Sigma methodology, tools, and techniques ? Linking Six Sigma to business strategy ? Linking Six Sigma to customers ? Linking Six Sigma to human resources ? Linking Six Sigma to suppliers Table 2. 1 Critical success factors for Six Sigma effectiveness ? Project management skills ? Linking Six Sigma to suppliers ? Linking Six Sigma to human resources ? Linking Six Sigma to customers ? Linking Six Sigma to business strategy ? Training ? Organization infrastructure ? Communication SigmaAntony & Banuelas, 2002 www. intechopen. com 8 Quality Management and Six Sigma Critical success factor 1. shed light on management involvement and commitment 2. Cultural change 3. Organization infrastructure 4. Training in Six Sigma 5. Project management skills 6. Project prioritization and selection 7. Understanding methods, tools and techniques within Six Sigma 8. Lin king Six Sigma to business strategy 9. Linking Six Sigma to customers 10. Linking Six Sigma to human resources 11. Linking Six Sigma to suppliers 12. Communication with all employees to achieve congruence 13.Complete evaluation system of project performance 14. Employees promotion and incentive compensation tied to the result of Six Sigma projects 15. The usage of innovative techniques and IT systems wideness degree mean order 4. 808 4. 365 4. 019 4. 192 3. 865 4. 077 4. 137 4. 192 4. 192 3. 725 3. 635 4. 231 4. 135 3. 885 3. 596 1 2 10 4 12 9 7 5 6 13 14 3 8 11 15 Implementation level mean order 3. 885 3. 192 3. 596 3. 981 3. 577 3. 558 3. 667 3. 423 3. 269 2. 882 2. 692 3. 519 3. 481 2. 981 2. 942 2 11 4 1 5 6 3 9 10 14 15 7 8 12 13 To be improved factor * * * * * Table 2. Importance degree and implementation level of critical success factors Most of the organizations paid significant attention to training in Six Sigma. The factor of training in Six Sigma is thus the first priori ty of implementation level, followed by such factors as top management involvement and commitment, understanding methods, tools and techniques within Six Sigma, organization infrastructure, and so on (see Table 2. 2). In Table 2. 2, if a critical success factor has a higher importance degree with a freeze off implementation level, then the slopped should pay more attention on its implementation.In this case, we denote five CSFs as the to be improved factors for the industries in Taiwan Top management involvement and commitment Cultural change Communication with all employees to achieve congruence Linking Six Sigma to business strategy Linking Six Sigma to customers. www. intechopen. com Six sigma and Total Quality Management 9 3. The Integrated Model of TQM and Six Sigma By the end of the seventies, the competitiveness of Japanese industries had equaled or exceeded that of American industries.In large part, this was due to the successful Japanese implementation of company-wid e quality control (CWQC) (Powell, 1995). By the 1980s, Japanese CWQC had been replicated in the United States, and total quality management (TQM) soon became the prevailing business strategy adopted by industries around the world. This evolution of TQM has resulted from the development, on a global scale, of a consistent philosophy concerning the relationship betwixt business and customers. At various stages in this development, different ideologies and practices for implementing quality management have been prominent, but the onsistent goal has been to pursue the quality of products and services, to reduce be, and to raise business performance. The success of Japanese industries in the total and effective implementation of TQM meant that Japanese firms led the way in the production of good-quality products at lower cost. 3. 1 The decreasing adoption of TQM and the increasing trend of Six-Sigma The successful implementation of TQM does indeed result in better business performance, as firms expect (Hendricks & Singhal, 1996 Gunasekaran, 1999 Hansson & Eriksson, 2002).The benefits come in the areas of cost reduction, increased commercialize share, increased profit, and enhanced business competitiveness (Youssef et al. , 1996 Gunasekaran, 1999). TQM has therefore been widely adopted by industries, even in non-profit and governmental organizations (Powell, 1995 Zabaha et al. , 1998). Several critical factors are essential if TQM is to be successfully implemented. These include the support of top management, visionary leadership, effective management of human resources, employee involvement, and a corporate agri finishing of commitment to quality and customer satisfaction (Joseph et al. 1999 Sureshchandar et al. , 2001). However, in practice, these corporate factors are not easy to achieve. As a result, the literature contains reports of several cases in which the implementation of TQM has failed. Hubiak & ODonnell (1996), for example, have asserted that approx imately two-thirds of companies in the United States have either failed or stalled in their begins to implement TQM. Many of these TQM programs have been cancelled, or are in the process of being cancelled, as a result of the negative impact on profits (Anonymous, 1996).The failure implementation of TQM is due to several factors. Besides the difficult achievement of TQM practices, one of them is that TQM has been a quite diffuse concept, with many vague descriptions but few more graspable definitions, and the management does not have a complete picture of what TQM genuinely means (Hellsten & Klefsjo, 2000). Another one is that too management teams over the world do not realize that implementation of TQM means a cultural change (Hansson & Klefsjo, 2003). In fact, TQM was one of two workplace trends that recorded a significant chastise in 1996 (Anonymous, 1996).Academic discussion of TQM and its implementation has suffered a similar decline in recent years. Is this trend really du e to poor corporate business performance as a result of the implementation of TQM, with a consequent decline in the implementation of TQM, as has been asserted (Anonymous, 1996)? It is a contention that this is not an accurate reflection of the current status of TQM. Reports of instances of failed TQM implementation are only part of the explanation for the apparent declining trend in TQM. In reality, TQM has been so prominent for about twenty years that many firms and institutions have incorporated TQM ww. intechopen. com 10 Quality Management and Six Sigma into daily management activities. The result is that a well-established model of TQM has been so much a part of the routine business activities, that the decline in discussion and implementation of the TQM is apparent, rather than real. As interest in TQM has apparently waned, interest in the Six Sigma program has increased. Since General Electric (GE) initiated its Six Sigma program (GE-6? ) in October 1995, the results have bee n far beyond the companys original hopes and expectations.Based on the remarkable business successes achieved in GE and other large corporations, an increasing number of companies have initiated the GE-6? program as a business improvement and re-engineering strategy (Pearson, 2001 Lucas, 2002). As a result, the Six Sigma program has gained great popularly in recent years (Slater, 2001 Lucas, 2002). It has even been suggested that TQM will be replaced by Six Sigma as the main strategy for successful business management. However, such assertions reveal a fundamental misunderstanding of the nature of TQM and its relationship with GE-6?. For example, Pande et al. 2000) have asserted that TQM is less visible in many businesses than it was in the early 1990s, pointing to several major TQM gaffes as reasons for this apparent decline. According to Pande et al. (2000), these problems include a lack of integrating, leadership apathy, a fuzzy concept, an unclear quality goal, failure to break down internal barriers, undermanned improvements in performance, and so on. They conclude that Six Sigma can overcome many of the pitfalls encountered in the implementation of TQM and, hence, that Six Sigmas expansion heralds a rebirth of the quality movement (Pande et al. 2000). However, Klefsjo et al. (2001) and Lucas (2002) have a different perspective. Klefsjo et al. assert that Six Sigma is a methodology within- not alternative to TQM. Lucas asserts that Six Sigma is essentially a methodology for disciplined quality improvement. Because this quality improvement is a prime ingredient of TQM, many firms have found that adding a Six Sigma program to their current business system gives them all, or almost all, of the particles of a TQM program.Lucas has thus concluded that Current Business System + Six Sigma = Total Quality Management The TQM pitfalls noted by Pande et al. (2000) are not essential features of TQM. Rather, they are caused by incorrect practices adopted by firms, especially the lack of proper endeavour shown by management in the implementation of TQM. 3. 2. Total quality management Since TQM began in the mid 1980s, several gurus, like Deming, Juran and Ishikawa have much contribution on the development of TQM (Boaden, 1997).Besides, many researchers and experts on quality management have been eager to study the essentials of TQM. In the beginning, there was a lack of consensus on the contents and practices of TQM. Now, with TQM having been implemented for more than twenty years, academics and practitioners alike have achieved a degree of consensus on TQM. Tobin (1990) has stated that TQM is a totally compound program for gaining competitive advantages by continuously improving every facet of organisational culture.TQM programs are usually based on the quality philosophies customer focus, employee participation, teamwork, and management by facts and continuous improvement (Brown, 1992). TQM is therefore an merged management philosophy and s et of practices that emphasize increased employee involvement and teamwork, continuous improvement, meeting customers requirements, team-based problem-solving, constant measurement of results, closer relationship with suppliers, and so on (Ross, 1993).Short and Rahim (1995) www. intechopen. com Six sigma and Total Quality Management 11 have agreed that TQM can be viewed as a set of philosophies and methods used by an organization to guide it in continuous improvement in all aspects of its business. McAdam and McKeown (1999) have concluded that customer focus, employee involvement, empowerment, teamwork, measurement tools, training, quality systems, and top management commitment are all key factors in the successful implementation of TQM.Boaden (1997) also examine the critical elements of TQM based on some early studies. It is worthwhile to refer to the research of Sila & Ebrahimpour (2002), they conduct a huge investigation of elements of TQM survey based on 347 researches published between 1989 and 2000. These views indicate that, although various researchers approach the issues of TQM from different perspectives, there is a general consensus regarding the essential principles, practices, and values of TQM (Hellsten & Klefsjo, 2000).On the founding of these various approaches, especially the research of Sila & Ebrahimpour (2002) and Yang (2003a), the present subsection asserts the following to be essential agreed elements of TQM * customer focus and satisfaction * training and education * top management commitment, support, and leadership * teamwork * employee involvement * quality assurance * quality information system and application * continuous improvement * flexibility * benchmarking and strategy planning * process management * product and service design and quality control * employee management and empowerment * corporate quality culture 3. Comparison between TQM and GE-6? As antecedently noted, the passion for TQM has apparently declined, whereas GE-6 ? has been receiving increased attention (Anonymous, 1996 Pande et al. , 2000). As a result, there are several assertions related to the relationship between TQM and GE-6? appeared, especially the treatise that TQM will be replaced by GE-6?. However, there are very few studies in the literature that directly compare TQM with GE-6? completely, and in the limited studies that do exist, conclusions on the relationship between TQM and GE-6? have differed significantly.Harry (2000b) has claimed that Six Sigma represents a new, holistic, multidimensional systems approach to quality that replaces the form, fit and function specification of the past. However, it is not readily apparent from Harry (2000a) which aspects of this multidimensional systems approach are presumed to be absent from TQM. Breyfegle III et al. (2001) have stated that Six Sigma is more than a simple repacking of the best from other TQM programs. Pande et al. (2000) had already taken a similar approach when they provided a review of some of the major TQM gaffes, and then compared TQM and GE-6? n the light of these problems with a view to showing how successful implementation of Six Sigma can overcome these failures. However, it should be noted that www. intechopen. com 12 Quality Management and Six Sigma these gaffes are principally a result of inappropriate implementation processes, rather than being caused by inherent TQM concepts and practices. In view of a lack of consensus on the relationship between TQM and GE-6? , the present section wants to compare TQM and GE-6? by using complete perspectives.The author reviewed several studies (Boaden, 1997 Hermel, 1997 Goh, 2002), and selected the appropriate criteria used in these researches, and then integrated into 12 dimensions. They are (i) development (ii) principles (iii) features (iv) operation (v) focus (vi) practices (vii) techniques (viii) leadership (ix) rewards (x) training (xi) change and (xii) culture (Yang, 2004). These are presented in T able 3. 1, which represents a comprehensive review of the similarities and differences between the two approaches. 3. 4 Integration of TQM and GE-6?It has been suggested that the implementation of TQM results in an over-emphasis on customer satisfaction, with a relative neglect of the pursuit of profits (Anonymous, 1996). Indeed, several empirical studies have asserted that implementing TQM might not achieve any significant positive effect on profitability (Bergquist & Ramsing, 1999 Harry, 2000b Breyfegle III et al. , 2001). Furthermore, Harry (2000a) has noted that Whats good for the customer is not always good for the company. In contrast, it is argued that GE-6? achieves both customer satisfaction and excellent financial performance.The major problem with TQM is that there is a disconnection between management systems designed to measure customer satisfaction and those designed to measure business profitability, and this has often led to unwise investments in quality (Breyfegle I II et al. , 2001). It should be recognized that the objective of TQM is to achieve customer satisfaction, in order to increase customer devotion. To sustain competitiveness and long-term profitability, companies not only devote themselves to attracting new customers, but also to retaining old customers in a continuous business relationship with incremental additional purchasing.For these reasons, increasing customer trueness should be one of the main concerns of all companies (Gorst et al. , 1998). Any sagacity of the effectiveness of TQM thus requires a system to measure customer loyalty. If a management system cannot raise business performance and profitability, it will obviously be abandoned by firms. It is therefore apparent that indicators of customer loyalty and business performance should be added to TQM measurement systems. It is well known that GE-6? pursues both customer satisfaction and high profits.If an integrated model of TQM and GE-6? were developed, synergistic ef fects could be anticipated. In the integrated model proposed here, two major indicators are includedcustomer loyalty and high profit performance. www. intechopen. com Six sigma and Total Quality Management Dimension 1. Development TQM Started in the mid 1980s, influenced by Japanese CWQC developed in the 1970s GE-6? in 1987. GE adopted Six Sigma program in 1995, Comments at about the same time. TQM was widely and 13 First espoused by Motorola TQM and Six Sigma began resulting in many benefits. uickly adopted, but interest has now declined. The situation with GE-6? is the reverse. TQM over-emphasizes customer satisfaction, and this can sometimes negatively affect profits. GE-6? focuses on both customer satisfaction and financial performance. 2. Principles ? Customer satisfaction (satisfaction of ? Pursues zero-defect, quality customers needs) ? Pursues financial ? Focuses on voice of ? Emphasis moved from problem-solving to ? Rapid change problem prevention ? Pursues zero-defect cust omer performance ? state for ? Continuous improvements 3. FeatureA systematic approach to quality management by integrating concepts, methods, processes, and systems. Uses project management to perform thorough change and process re-engineering, which are integrated with the companys vision and strategy. TQM is essentially a system of continuously improving the quality of every aspect of business life. GE-6? focuses on radical change (which is also integrated with vision and strategy). TQM emphasizes that every person is involved in quality improvement at all levels. GE-6? uses specially designed roles and disciplined training to progress the radical changes. . Operation Continuous improvement through employee involvement and teamwork in total quality activities. Specially designed roles and a highly disciplined training program using statistical methods to perform reengineering of key processes through project management. 5. Focus TQM focuses on all quality Key processes and syste ms TQM considers every activities, all processes, and are all driven by the voice all systems. of customers. aspect of quality. GE-6? initially emphasizes the key processes related to customer needs, but gradually extends its improvement scope. www. ntechopen. com 14 6. Practices ? QCC, QIT Quality Management and Six Sigma ? Project management TQM methods are more traditional, and are learnt from Japan. GE-6? uses methods that can produce more aggressive results. The statistical tools used in TQM and GE-6? are very similar. However, the statistical tools used in TQM are quite primary, whereas GE-6? uses more advanced SQC tools. Both TQM and GE-6? emphasize leadership, especially the commitment and support of top management. However, TQM has a bottom-up management style whereas GE-6? gives emphasis to top-own leadership. 40% of bonuses are tied to the results of ? Promotion dependent ? High status accorded to MBBs and BBs on project results 6? projects GE-6? programs have more motiv ations and rewards than TQM. ? SPC, TPM 7. Techniques ? Hoshin management ? Seven QC tools ? Daily control ? Project management ? Suggestion system ? Design of structural ? Analysis of variance regression roles ? Benchmarking ? DMAIC or DMADV ? BPR ? Kanos model ? Managers ? New seven QC tools ? Cp, Cpk, ppm ? Taguchi methods ? DOE ? Control Chart ? Multiple linear ? DOE ? Kanos model ? reliableness FMEA, QFD ? Cp, Cpk, ppm ? Taguchi methods 8. Leadership ? Top management stresses leadership demonstrate best look, and influence subordinates by ? Autonomic ? Decentralization and ? Empowerment 9. Rewards ? Promotion ? Motivation delegation management example ? Senior managers are ? Senior managers are ? Top management emphasize the execution of 6? -program mentors responsible ? Managers praise and boost ? Bonus rewards www. intechopen. com Six sigma and Total Quality Management 10. Training ? Education and training for every ? Focus on instilling ?Leaders instruction ? Improvement to ols ? Gradual and slow on daily basis quality consciousness person ? Vast investment in ? MBBs are the teachers ? BBs have training, have with the ? GBs have training with the application 11. Change ? Vast change of improvement tools GE-6? emphasizes fast change and significant re-engineering. Change coming from TQM is progressive. TQM brings about a culture change with a quality focus and customer orientation. The culture change in GE-6? is fast, with an emphasis on pursuing customer satisfaction and business performance.DMAIC process and mentors training Both TQM and GE-6? emphasize employee education and training, but GE-6? has more investment in training than TQM. In GE-6? , training and its application are combined 15 ? Improvement results are small, and do not bring big changes ? Change is fast, and its scope is large. ? Cultivation of a culture incorporating the concept of pursuing business ? The culture change is caused by the ? Innovation-awareness re-engineering performan ce ? Re-engineering 12. Culture ? Setting up of a quality culture with ?Employees are autonomous customer focus ? Employees have a team-awareness Table 3. 1. Comparison between TQM and GE-6? 3. 4. 1 Integration of management principles Although the management principles of TQM and GE-6? are somewhat different, there is congruence among their quality principles, techniques, and culture (as was demonstrated in Table 3. 1). As a result, the integration of TQM and GE-6? is not as difficult as it might seem. The critical task is to combine the best aspects of TQM continuous improvement with those of GE-6? re-engineering.Although the activities of a quality Control circle (QCC) and quality improvement team (QIT) cannot achieve significant effects in themselves, they can cultivate quality concepts and team awareness among employees. Therefore, QCC and QIT can be performed by the operators and junior staff members to progress continuous improvements while focusing on daily operations and pr ocesses. GE-6? projects can be applied by engineers and senior staff members to the key processes and systems that are related to customer requirements and the provision of performance in products and services.For GE-6? projects, some aggressive goals can be set, in conjunction with rapid project completion times. The target performances can be set according to the criteria of the critical-to-quality (CTQ) of key processwhich are, in turn, determined according to the voice of customers (VOC). In TQM, the improvements are based on a customer satisfaction www. intechopen. com 16 Quality Management and Six Sigma survey and an understanding of customers requirements (Yang, 2003b). In this fashion, these two ways of understanding customers needs and expectations can be combined. See Figure 3. for a depiction of the model. 3. 4. 2 Integration of implementation practices Having discussed integration of management principles, the discussion now turns to the integration of implementation pra ctices between the two systems. Fig. 3. 1 Integrated framework of TQM and GE-6? Employee participation, teamwork, quality management system, human-resources management (HRM), quality principles, objectives, and strategies are the key enablers of TQM implementation. They are also the critical factors in upgrading business performance, www. intechopen. com Six sigma and Total Quality Management 7 and are therefore also required for the implementation of GE-6?. The practices of GE-6? are project management, role design and operation, statistical quality control (SQC) tools, leadership and motivation, full support from the CEO, and so on. Most of these practices are also total to TQM implementation. The framework of the integration of these practices and related systems of TQM and GE-6? is shown in Figure 3. 1 (Yang, 2004). Both TQM and GE-6? emphasize employee education and training, and there is only slight difference in the expatiate of such training.Statistical tools and improveme nt methods are the main ingredients of the training contents for both TQM and GE-6?. Apart from these statistical tools, TQM and GE-6? have other dual-lane training imperativesincluding basic concepts, leadership and communication skills, and project management. Apart from these shared elements, in planning training for an integrated model of the two programs, it is undeniable to cover the elements that are not shared in common. This is incorporated into the model. Moreover, a certification system for fulfilling the needs of the GE-6? scale can be developed. 3. 4. Integration of cultural changes Both the implementations of TQM and GE-6? will bring the culture changes of the organization (Boaden, 1997 Pande et al. , 2000 Klefsjo et al. , 2001). However, GE-6? also emphasizes an awareness of speed and innovation, and is heavily performance oriented. These cultural features are the critical factors in pursuing excellent performance, and in raising competitiveness. In contrast, these have been somewhat neglected previously by TQM. In the integrated model presented here, these cultural features will enhance the performance effects of TQM implementation.Summarily, in this integrated model, continuous improvement and 6? -reengineering are the key activities, located in the center of Figure 3. 1, and the customers needs and the voice of the customers are the derivers of the improvement and reengineering. The initiatives of TQM and those of GE-6? , located in the two sides separately, can be integrated as the enablers of the integrated system. Comprehensive education and training with certification to the employees are the powerful force in the fruition of these practices. Finally, the culture changes with the features described in the base of Figure 3. are the fundaments of the successful implementation of this system. The overall objective of this integrated model is to reach both the customers loyalty and excellent performance. 3. 4. 4 Practical examples and con clusion TQM and GE-6? can certainly be integrated very well, as the following two examples illustrate. INVENTEC is a hi-tech company in Taiwan that has implemented TQM for many years. Indeed, the company won the National Quality Award in Taiwan in 1995. In addition to its long-standing practice of TQM, INVENTEC also introduced the GE-6? rogram in 2000. It then integrated this with its existing TQM system. The Ford Motor Company in Taiwan is another successful example of the integration of GE-6? with TQM. These two examples confirm that an integrated model of TQM and GE-6? is feasible and pragmatical. The successful application cased show that this integrated model will be a powerful and practical approach with great potential for all industries. This integrated model is also could be a suitable quality management system for the non-profit www. intechopen. com 18 Quality Management and Six Sigma rganizations. The integration of TQM and GE-6? is an important trend, and should receive a favourable response from both practitioners and academics. 4. An Integrated Model of Business Excellence System The integration of Six Sigma into overall business strategy is another important issue for quality researchers and practitioners. Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value to companiesin the form of increased profits and maximum value to the consumer through high-quality products or service at the lowest possible cost.It is a business strategy and philosophy built around the concept that companies can gain a competitive edge by integrating Six-Sigma program with the organizations vision and strategy. In this section, we want to discuss the integration of Six-Sigma with the strategy management, Hoshin management, and Balanced Scorecard. 4. 1 The issue of the integration of Six-Sigma with other strategic management systems If the implementation of Six Sigma is to be successful, Blakeslee and Jerome (1999) suggested that Six Sigma efforts m ust be integrated with existing initiatives in business strategy, and key performance measures.They also provided an implementation model by integrating Six Sigma with business strategy. smith & Blakeslee (2002) emphasized the potential of Six Sigma in helping companies to formulate and deploy business strategies and bring about broad transformational change. Thus, strategic Six Sigma principles and practices can help companies to formulate, integrate, and execute new and existing business strategies and missions (Smith & Blakeslee, 2002).A growing number of companies is beginning to realize the full implications of Six Sigma as an engine to accelerate corporate strategy and organizational transformation (Smith & Blakeslee, 2002). It is thus apparent that the implementation of Six Sigma must be integrated with a companys business strategy. However, in this stage setting there are several issues to be resolved. These include ? How can the organizations vision, business strategies, and strategic goals be converted into specific Six Sigma projects? ? How can Six Sigma projects be focused on the voice of customer and the organizations critical success factors? How can the strategic goals be communicated to lower divisions and departments in the organization, and further deploy the strategic goals to the Six Sigma projects and organize the project teams? ? How can project teams supervise and control the progression of Six Sigma projects? In response to these issues, businesses are increasingly making use of a variety of management systems, methodologies, and toolsincluding ISO 9000, total quality management (TQM), Hoshin management, Six Sigma, and the balanced scorecard (BSC). In all of these practices, quality is the main focus.Quality is no longer confined to the actual product or service rather, the concept of quality is now applied to delivery, administration, customer service, and myriad other aspects of a firms business activities (Yang, 2009). Indeed, the concept of quality now encompasses all the ways in which a company meets www. intechopen. com Six sigma and Total Quality Management 19 the needs and expectations of its customers, its employees, its financial stakeholders, and the community in which it operates (Tan, 2002). The effective management of such quality is essential to competitiveness in the global market (Scheuermann et al. 1997 Prybutok & Cutshall, 2004). The implementation of ISO 9000 and TQM systems can be used to improve the quality of products and services and to raise the effectiveness of process management implementation of the Six Sigma program can raise the level of customer satisfaction, process performance, and resources management the implementation of BSC can improve strategy planning and long-term profitability and so on. However, choosing and implementing these various programs is obscure by the fact that several of them have closely related concerns.For example, TQM, BSC, and Six Sigma are all involved with an organizations vision and strategy, whereas quality control circles (QCCs) and Six Sigma are both related to process improvement. These various similarities and differences can create difficulties if a firm implements several of these management systems simultaneously in an attempt to improve performance in all quality activities. In these circumstances, employees will become confused by the conflicting demands placed upon them, and this will produce a number of significant problems. For example * In the mplementation of TQM, a firm is first required to set up quality objectives and action plans * In the BSC system, a firm must first develop its vision and strategies, and then deploy them in terms of performance indicators in four perspectives (financial, customer, internal process, and innovation and learning) and * In the Six Sigma program, a firm will first consider its key performance indicators (KPIs), before linking them to a Six Sigma improvement project. If a firm we re to undertake all of these simultaneously, it would be faced with many objectives to be reached, and many strategies and action plans to be implemented.Given the finite limitations that exist in the resources of any organization, it is practically impossible for any firm to perform all of these tasks effectively. The ideal solution would be to integrate these various management systems and methods, thus enabling a firm to concentrate its focus and to pilot a unique course in the right direction. 4. 2 Development of an integrated business-excellence system An integrated model of business-excellence system has been developed in this section, see Figure 4. 1.The critical task in developing a holistic business-excellence system is to combine the best aspects of continuous improvement in TQM with those of GE-Six Sigma reengineering. The improvement processes in TQM and Six Sigma projects can thus be integrated and implemented simultaneously (Yang, 2003b) (see Figure 4. 1). Employee par ticipation and teamwork are the prerequisite of the effective implementation of the continuous improvements. Besides, it is needed to instill the quality concepts and problem consciousness into the employees mind. www. intechopen. com 20 Quality Management and Six SigmaFig. 4. 1. Framework of integrated model of business excellence system 4. 2. 1 Integration of relevant concepts and systems While implementing these programs, it is necessary to monitor process quality using various methods of statistical quality control (SQC). However, a prerequisite to any quality improvement is effective human-resource management (HRM). The key enablers of TQM implementation are therefore HRM and a comprehensive quality-management system. The concepts, initiatives, and systems described above are also necessary for the implementation of the GE-Six Sigma program.In addition, Six Sigma also has its own unique features, including (Pande et al. , 2000 Breyfegle III et al. , 2001) * the systematic opera tional processes of define, measure, analyze, improve, and control (DMAIC) and define, measure, analyze, design and verify (DMADV) www. intechopen. com Six sigma and Total Quality Management 21 * the staff roles design of champion, master black belt (MBB), black belt (BB), and green belt (GB) and * the utilization of advanced tools. It is necessary to integrate all of these into the new model proposed here.In addition, strategic leadership is a key factor in the implementation of Six Sigma. In most cases, QCC or QIT are conducted bottomup, but in Six Sigma they are conducted topdown. In these circumstances, authoritative leadership is required. The chief executive officer (CEO) is usually the driving force who sets up the vision, develops the strategies, drives the changes, imposes the projects, and motivates the employees. Most Six Sigma projects pursue significant financial benefits from meeting and exceeding the critical requirements of customers.If the organization is to produce and deliver spellbinding and value-added products and services to customers speedily, it is essential that business operations be customer-focused and market-focused. Six Sigma projects must therefore be linked to the development of lean production, in which research and development (R&D) and innovation (product innovation, process innovation, and business innovation) are all key factors. R&D and innovation are also the drivers of productivity. R&D and innovation should thus be covered in this holistic model.In passing, it is noted that these practices are not restricted to the Six Sigma program they are also important drivers in the implementation of TQM. TQM programs are based on measurement by fact, and measurement is also a key step in a Six Sigma project. Various data are collected and analyzed, including product data, customer data, business data, technique data, R&D data, service data, and so on. To use the data effectively and efficiently, an organization requires an effec tive information technology (IT) system.The utilization of such data represents an intangible asset, along with other intangible assetssuch as skills, techniques, experience, intellectual property, know-how, knowledge, customer relationships, and so on. These intangible assets represent a valuable organizational resource, and they must be managed and applied in an effective knowledge-management (KM) system. The firms IT system and its KM system are also powerful tools in the development of new products and services, and in ensuring the quality of the present customer service.Information technology has become an essential element in securing a competitive advantageby facilitating the development of new products and services, assisting in adaptation to rapid market changes, incorporating new knowledge, and reducing times and costs in reaching customers (Bianchi, 2001). 4. 2. 2 Fundamental principles The objective of integrating TQM, Six Sigma, and several other major management system s is to pursue business excellence (Yang, 2009). However, the basic decision to be made is determination of the direction of development at the outset.Mission and vision statements set the general goals and direction for the organization, and they assist shareholders, customers, and employees in understanding what the company is about and what it intends to achieve (Kaplan & Norton, 2004). A mission statement sets out the overall reason for existence and objectives of the organization. As Welch asserted an effective mission statement basically answers one question How do we intend to win in this business? (Welch and Welch, 2005). A vision statement is a concise statement that defines the ww. intechopen. com 22 Quality Management and Six Sigma medium-to-long-term goals of the organization. The vision should be market-oriented and should express how the organization wants to be perceived by the world (Kaplan & Norton, 2004). The enunciation of the mission and the development of the vision are usually the responsibility of senior management (Welch and Welch, 2005). Actually, the vision is linked to the mission. In the realization of the mission and vision, the values, attitudes, and activities of employees are critical.According to Kaplan & Norton (2004), the actions of employees are guided by their values, and it is therefore important that the values proclaimed by the organization are accepted by the employees if those values are to be influential in guiding the thinking and behavior of the employees. Thus, in contrast to the creation of a mission, which is the responsibility of senior management, everyone in a company should have something to say about values (Welch and Welch, 2005).Organizations can use company-wide meetings and training sessions to encourage as much personal discussion as possible in developing organizational values (Welch and Welch, 2005). The vision and values of the organization should thus motivate individuals and serve as a guide for allocating resources (Smith et al. , 1991). Effective leadership and successful execution are the prerequisites for achieving the organizations vision. Execution has to be embedded in the reward systems and in the norms of behaviour that everyone practices.So, focusing on execution is not only an essential part of a businesss culture, it is the one sure way to create meaningful culture change (Bossidy and Charan, 2002) Mission, values, vision, leadership, execution, and organizational culture are all linked. Taken together, they represent the guiding principles for the successful implementation of an integrated business-excellence system. 4. 2. 3 Implementation of strategic performance-management system Drucker (1999) stated that the starting point both in theory and in practice whitethorn have to be managing for performance.The goal of an integrated business-excellence system is to go beyond mere customer satisfaction to achieve customer loyalty through excellent performance (see F igure 4. 1). The management systems, programs, and practices of this integrated model are the tools that can be used to achieve this goal. However, an appropriate performance-management system is needed to monitor and evaluate the performance generated by this integrated business-excellence system. Strategic planning and Hoshin management are two popular strategic management tools (Glaister & Falshaw, 1999 Lee & Dale, 1998), and many organizations implement the two simultaneously.Firms commonly perform a SWOT analysis and develop a vision, objectives, and strategies according to the methodology of strategic management, before deploying the organizations objectives and strategies to the departments or units by the way of Hoshin management. During the implementation process, they commonly conduct a quality audit according to Hoshin management to produce progress reviews and an annual review. These organizations thus use an integrated model of strategic planning and Hoshin management t o evaluate the performance of TQM (Kondo, 1998).Balanced scorecard (BSC) was launched in 1992 as a framework of performance measurement that was expected to overcome some of the deficiencies of traditional performance measurement. It gives a holistic view of an organization by simultaneously looking at four important perspectives (i) financial (ii) customer (iii) internal process and (iv) innovation and learning (Kaplan & Norton, 1992). The main benefit of the BSC is its www. intechopen. com Six sigma and Total Quality Management 23 bility to translate an organizations vision and strategy into tangible objectives and measures (Kanji & SA, 2002). The process of building a scorecard clarifies the strategic objectives, and identifies the critical few drivers for strategic success. The BSC is thus more than a performance-measurement system, and is commonly adopted as a strategic management system (Kaplan & Norton, 1992, 1996 McClintock, 2000). If a firm has adopted other performance man agement systems or programs before adopting BSC, it is necessary to integrate BSC with any existing systems.Companies that wish to embark on the BSC while continuing to implement strategic planning and Hoshin management need to integrate the terce systems. To do so effectively, it is necessary to understand the important features of each of these three performance management systems. They can be summarized as follow * All three can be used in the development of vision, objectives, and strategies, and in the evaluation of execution performance. * Both strategic planning and the BSC involve strategic analysis, and the linkages among the objectives and strategies. Both strategic planning and Hoshin management impose action plans, and the allocation of resources to support the execution of these action plans. * Both BSC and Hoshin management emphasize goal-setting, the achievement of milestones, and the measurement of progress towards the achievement of strategic objectives. * Strategi c planning focuses on the strategy of business development and competition. In this regard, environmental analysis and SWOT analysis are essential. * BSC emphasizes long-term development, and uses a scorecard of the key performance indicators (KPIs). Hoshin management converts the policies and objectives of senior management to departments, and pays much attention to the daily execution of policies. The features and relationships of strategic planning, Hoshin management, and BSC indicates that it is feasible to integrate these systems, and it is reasonable to expect that such an integrated model will be more comprehensive and powerful than each individual system acting alone. This integrated performance-management system is illustrated in Figure 4. 2. www. intechopen. com 24 Quality Management and Six Sigma Strategic Planning Divisions, Business, UnitsFinancial perspective Customer perspective Process perspective Innovation perspective Do, Check, bodily function Fig. 4. 2. Integrat ed model of strategic planning, BSC, and Hoshin management In this integrated performance-management system, BSC remains the major construct. According to the model, strategic planning is used to perform an environmental analysis and a SWOT analysis, and to develop the vision and strategies for the organization. Having established its vision and strategies, the firm can then develop a strategy map and performance indicators according to the four perspectives of BSC.The firm can then use the methods of Hoshin management to deploy the strategies and the KPIs of the four perspectives to the departments and units within the organization. In this way, every individual receives the KPIs and a relevant action plan. The audit method of Hoshin management can then be used to manage and monitor the execution of this

Fresh Direct case analysis Essay

BACKGROUND/HISTORYFreshDirect was launched in July 2001. Cofounder and former chief executive officer Joseph Fedele, Joseph Fedele was equal to find a wealth of experience in New York Citys food industry to FreshDirect. In 1993 Joseph Fedele cofounded Fairway Uptown, a 35,000 foot supermarket located on watt 133 Street in Harlem. Only reason Fairway survived in that location was of Fairways low prices and quality selection of produce and meats which made the terminal a epic hit with neighborhood residents and many downtown and suburban commuters. FreshDirect primary pipeline is for consumers who want to shop for their produce from the comfort of their own time and need. beingness able to shop from work, home, app, pretty much anywhere and have it either takeed to you at work, meet up with them at a specific location or pull down just pick it up at their very own FreshDirect location is their goal, along with making sure the customer gets what they want and guarantee the fres hness of their items. FreshDirect is distillery in business and their corrent CEO is Jason Ackerman.However as the case listed FreshDirect went through many CEO changes. Which isnt always a great thing just now since FreshDirect was growing so much, so quickly at that place was in need of changes to happen. Cofounder Joseph Fedele had remained CEO until January 2004, when cofounder Jason Ackerman succeeded him in that position. Since then, FreshDirect has experienced multiple CEO changes. Jason Ackerman stayed as CEO of FreshDirect for a little over seven months, until Dean Furbush succeeded him in that position in September 2004. Ackerman remained vice chairman and chief financial officer. The tenure of Dean Furbush lasted a little over two years. Steve Michaelson, president since 2004, replaced Furbush as the CEO of FreshDirect in early 2007.9 In 2008 Michaelson leftfor another firm, and FreshDirects chairman of the board, Richard Braddock, expanded his government agency in th e firm and took over as CEO. (St calculategic Management 2012) FreshDirect main promise when equal to(p)ing was Our food is fresh, our customers ar spoiled. Order on the web at present and get next-day delivery of the best food at the best price, exactly the way you want it, with 100 percent satisfaction guaranteed. Since FreshDirect is still in business and still improving since when they first opened they have not changed their main mission which was to prides itself on sourcing the highest quality food and freshest ingredients available for their customers and being able to deliver them when they want.SWOT ANALYSISStrengths well-known brand high quality produce multiple ways to magnitude/deliver only company that allows you to change rate the freshness more options on what kind of meat thickness, type, etc to choose fromWeaknesses weather large market for many other competitors many stores around the corner open lateOpportunities expandable since having their own trucks l onger delivery times advantage of owning own trucksThreats many high quality organic produces, lower-price at competitors Whole Foods or Trader Joes moving into a FreshDirect neighborhood numerous competitors lower prices for delivery with competitorsANALYSIS VIA PORTERS FIVE FORCES MODELSTRATEGY utiliseFreshDirect has been using the resembling strategy since they had opened in 2001. They have been able to fulfil what the customer wants and how they want it every time a customer is shopping. Being able to rate products and showing them the rate of how fresh the product might be helps every customer out every time. Able to deliver the same day and also next day right to your office or doorstep along with being able to pick up at the store is a strategy that FreshDirect has been using since the opened. Since they own their own delivery trucks they be able to deliver anytime needed for the customer. Low prices, and also having a minimum order to just $30 with a low delivery fee is great for any shopper.THE ISSUES AND CHALLENGES FACING THIS COMPANYOnly problems, issues, and challenges that are faced by are the company are very small. Main one would be the fact that not a lot of people like to buy their produce online, since they are not able to pick it themselves, however FreshDirect has been able to show many consumers that they can be trusted, and many consumers are given a choice on what they want and how they want their meats. Another problem faced by FreshDirect was that many people were concerned about the pollution the trucks/vans were giving off by FreshDirect when delivering groceries. likewise another issue that was a concern for the company was the volitions for parking that the company got, and blocking traffic in the city when delivering. FreshDirect had to pay for them, along with many boxes that were supernumerary when boxing everything different for each customer, there was no way for customers to return the boxes to the company for proper r ecycling.COURSE OF ACTION RECOMMENDEDSince the company is already doing well there is only a few things I would change. I would first lower the prices for delivery since many people will find that high, and along with that give discounts on separate bulk orders so it is like a wholesaler such as Sams or Costco or even BJs. If that is done, and shipping prices are reduced then they would not have to worryabout Amazon and even Walmart effecting their business that are larger markets that could hurt the business.OPINIONI whole step that in my opinion I really do not like shopping for groceries online, I am one of those people who like to shop in person for things like this, however Id shop online a lot moreover for food, I feel like it is more of a hands on process that should be done then just ordering your meats and produce online. Even though the market for online shopping is good, since some people do not have time to physically go shopping, it is not a bad idea. When I was firs t reading this, I thought to myself, how can they succeed, but then realized in NY there are many people who are busy with their jobs and family, where this would eliminate some time in spending at a store.REFERENCESDess, G., Lumpkin, G. & Eisner, A. (2012). Strategic Management (6e). Boston McGraw-Hill Irwin.Fresh Direct, LLC. (2002 2014). Retrieved March 19, 2014, from https//www.freshdirect.com/index.jspPorters Five Forces Problem Solving Techniques from MindTools.com. (1996 2014). Retrieved March 19, 2014, from http//www.mindtools.com/pages/article/newTMC_08.htm

Integrating basic skills Essay

Graphing and Social Studies The Rationale Graphing skills are in important tool for participating in adult society. As such, they should be emphasized and incorporate into the curriculum. Including a graphing exercise as part of a larger social studies unit is a good way to reinforce math and interpretive skills. A graphing exercise gives the scholar an opportunity to demonstrate what has been learned in a creative way. Reproducing the information in graphical form also helps the students to see the salient picture.It helps them see how contrastive elements relate, and it provides a visual representation of the information that can be more easily remembered. As adults, the students will find that graphs are not solely a mathematical element. Graphs are a way we communicate concepts as well as data. Early integration of this skill into a small frys education can only be beneficial. The Exercise Software and internet sites to assist graphing activities are plentiful. For this exer cise, the Create a Graph website (http//nces. ed. gov/nces/kids/graphing/) sponsored by the interior(a) Center for Education Statistics will be used.The students have been studying the Plymouth Plantation. This lesson points out that the Pilgrims attained a new sense of freedom, and it was not without hardship. The graphing exercise is intentional to reinforce this concept. Before the exercise begins the teacher will run through a brief graphing tutorial. To begin, the students will each receive whizz of three different assignment sheets. They will later be divided into groups based on which assignment they receive. The students in group one will receive a sack summarizing the information obtained in the part of the lesson called Step 2. Their task will be to make water a graph at the Create a Graph website compare the speeds of various forms of transportation, present and past, including the Mayflower. A bar chart will be suggested. The students may discuss the project as a group, still each student must complete a chart. The second group will receive a handout summarizing the climatic data obtained in Step 3. They will construct a chart showing the average temperature highs and lows for each month of the year. An area chart will be suggested. The third group will receive a handout describing population levels of colonists and natives in the area in the days 1620-1640.They will be asked to construct charts showing the population distribution (men, women, Native Americans) in the years 1620 and 1640. Pie charts will be suggested. Copies of each graph will be printed for each student in the group. Fonts, colors and labels will be at the discretion of the students, but the students will be asked to keep in mind that their chart must explain the data clearly to someone who might not already be familiar with it. After everyone has completed a chart they will return to groups to discuss their results. The graphs in each group will not be identical, but th ey should be similar.Each group will then be asked an interpretive question What is your graph telling us? The answer should be one compose sentence. The idea is to present a very concise summary of the information, i. e. The population difference between men and women shrunk between 1620 and 1640. The teacher will choose one or two members of each croup to present their graph, describe the process of making it, and describe the meaning. To reinforce the experience, the students will be asked, as a grade a series of follow up questions including the spare-time activity Could we have used different types of graphs to present the data? why or why not? Why do we use graphs? What do the graphs tell you about life on Plymouth? The graphing exercise will help students visualize the data. They can then draw their avouch conclusions about what the data means. They will gain exposure to the different types of graphs and when it is appropriate to use each. It is also another chance to integrate interactive technology into the students learn experience. The group format will allow students to exchange ideas and develop for themselves a more creative learning experience.As with any group exercise, the job of the teacher is to facilitate interaction and full participation of the students. Sources Bergen County Intermediate School District. (2006). technology Curriculum Integration Ideas Retrieved 7/2/2006 from http//www. remc11. k12. mi. us/bcisd/classres/intideas. htm Brooks, Susan & Byles, Bill. (2006). Idea Starters for using Technology in the Classroom.Retrieved 7/2/2006 from http//www. internet4classrooms. com/integ_tech_lessons. htm Evans, Janet. (2005). Literacy Moves On Popular Culture, New Technologies, and Critical Literacy in the Elementary Classroom.New York Heinemann. Howell, Will C. (1987). Grid and graph it graphing activities for listening and following directions, grades 4-6. Belmont, Calif. Fearon Teacher Aids. National Center for Education Sta tistics. (2006). Students Classroom Create a Graph. Retrieved 7/2/2006 from http//nces. ed. gov/nces/kids/graphing/ Starr, Linda. (2003). Technology Integration Ideas that Work. Retrieved 7/2/2006 from http//www. education-world. com/a_tech/tech/tech176. shtml Ventura, Fred. (2006). Graphing and Computers in Grades 3-5. Retrieved 7/2/2006 from http//www,venturaes. com/graphing/.

The last supper -movie satire analysis

After having buried 10 conservationists , the students have a garden full of tomatoes proving that conservationists serve great as fertilizers(NOT) and since that in life they served no estimable to the society from the liberals point of view, in death they can. The students invite the guests with an already planned ending for all of them death. They are in unbroken disagreement with them in order to find something that they , n turn, see as wrong and reason the death of the guest , this taking some of the guilt off-key their shoulders and considering it a good gets for society .At the slightest counter-idea they hurry the dinner and get to the exciting part of it by using phrases such as its time for dessert . Len the photographic film ,this is seen in the diorama where the anti ecologist gradually considers their point of view as well and starts re debateing confused of him agreeing to the libertarian point of view, and used to Just having their guests poisoned, the group of students does not break the sunlight ritual and assures the guest( by saying you are entitled to your own opinion) , who comes back to his conservationists point of view.This goes to the original argument insignificance of life. As the photographic film progresses the students kill to a greater extent and more people slowly not taking into consideration their status in society , Just their closed-minded ideas. The director stops introducing the guests by their label as they will eventually dieinstead, continues by defining(l want to say it in a different way) them by their causes and slowly Just shows the piles of foulness that were once their guests.The students decide a matter of life and death by either last questioning the guest if you were in a bar with a guy called Doll Hitler , would you kill him to save all those lifes or would you let him live? Or its 4 to 1 . He lives. This again, shows the insignificance of life and how little they reverence for the others and the ir fate. RACISM (DISCRIMINATION AGAINST BLACKS ) From the very beginning ,Luke is the one who initiates the idea of having the deadly dinner ,even though his colleagues are reluctant.He is also the one to have suggested not to call the law ,and instead Just hide the murder . period he starts off as the most rational in critical situations, he becomes the most blind ,cruel and quick-tempered he is also very biting throughout the movie ( keep them in the kitchen barefoot and pregnant he says to a sex offender they have had as guest) . By the end of the movie he loses control and gets to the point where he is about to kill one of his own mends.THE LAST SUPPER (RELIGIOUS REFERENCE) In the movie, the 5 students are supposed to take the place of the apostles and the guests are Jesus, who is going to be sacrificed. The characters are also given names of apostles Dude,Pauline,Marc,Luke and Pete) The difference is , the roles are reversed, period the apostles are meant to spread the g ood word of Jesus to other people, they kill him. This could also mean that the students represent only two apostles Judas(who betrayed Jesus) and Peter (who denies he knows him ) While Jesus is aware of his scarification , the guests arent .The guests are also served very good food as it will be their last meal . Unlike most movies where good always wins over bad in the end, The last supper ends by having Norman -(the very conservatism celebrity that is present in short scenes throughout the movie ,watched and critiqued by the students ) killing the 5 students with their own weapon and later describing himself as a humble ,humble servant in his presidential campaign. Why is it being satirized? ) I believe that the director is trying to say that both the right and left wing /wingers can become evil/ harmful when taken to the native extreme conservationists ( the guests) and extreme liberalizes(the students) 2) Another problem I think the director meant to point out how easily peopl e lose their lifes over different causes (like those mentioned in the movie homosexuality , anti-ecologist, racism). This reachs me wonder , Is it really worth it to die for it or to take a life? And When can you say it was right for you to decide that someones existence isnt authorized to the society anymore ? . This argument can be evidenced by history itself. Situations where people have died and been killed because their opinions or way of being did not equip to the majority are many, hence Stalins saying If you are not with us , you are against us. Another example is the time of The inquisition (an example Ewing Galileo Gillies scientifically be idea that the earth revolves around the sun did not correspond to the original statement . N order to avoid imprisonment , he was forced to recant his statement. ) 3) Throughout history , blacks have always been seen as the bad guys with bad intentions . Len the movie , they have chosen the head of the plan ,a black , meaning to make fun of the concept and the stereotyping . 4) Good doesnt always win in the end , especially in the real world is what the directors expressed through their last scene . Corrupted people become the leaders of our countries. Is it effective?In my opinion, The last supper is a good movie, with a well-planned plot that is rather a continuous sarcastic response to certain topics such as discrimination, the unnecessary deaths of people and intolerance. This film made me question my own tolerance of different views it also made me think of how ,as a libertarian myself do I change the world without imposing my own views. Some minus points , from my perspective, are the repetitive scenes in the dining room of the guests and the students and the hasten through scenes that take place in the middle of the movie.

James Dean

A climb With A Cause Wash the dishes, and clean your room. Be home by 700, dont be late. Study, study, study. We have all heard these words uttered from the authoritative lips of our parents sometime in our career, however, these days close to teenagers arent afraid(p) to disobey their parents by responding with, no. James Dean was nonpareil of the first the great unwashed to defy the strict rules of parents, and he did so on screen for the entire nation. Some sources claim that he is a label a label that is intended for the sole purpose of resisting self-confidence.He is non a label, rather more of an picture used to show that in certain circumstances it is okay to disobey the various rules that fiat has unwillingly placed upon us. Whether it be in black and white, or vibrant colors, the emotions in this picture speak loud enough for color not to be an issue. People perceive Dean as trapped, and after host some background information about him and his career, I can clearl y see why he is portrayed as this. His career peaked for troika years, and then abruptly came to an end. However, for those three years Dean had to be everything that America wanted to see and idolize.Cameras surrounded him 24/7, paparazzi always wanted a gossiper from him, and fans simply couldnt get enough. In the photograph that I have attached, it is as if Dean is essay to keep a hold on himself and his emotions trying not to get too caught up in the crazy world he had been thrown in to. The Torn Sweater series was taken by photographer Roy Schatt. Schatt told Dean to pose as if he was trying to escape something that comes from within, a feeling perhaps, that only he himself is aware of hence the attempt at tearing his sweater off.It is ironic in a sense that hes standstilling in front of a camera, completely alone with a solid background looking into the distance. Being in front of a camera he had grown completely accustomed to, but he was never alone, and the background of his life is more chaotic than just a solid color. Dean is pictured gazing into a vastness that only he could imagine, imagining his life on the complete opposite end of the spectrum that he ended up be on. Even with his fame and stage-presence, Dean was an average guy who struggled to trying to get by with life.It is mathematical Im biased due to myself being a teenager, struggling to get through this crazy thing we call life that I am able to relate to him. This photo stands out to teenagers in the sense that not everyone is perfect, nor knows how to be. At this time period, for many American teenagers, it must have been difficult to stand up to parents, and disobey the overbearing rules they had set-in-stone. Dean gave inspiration to them to stick up for what they believe in, regardless of the fact that they are younger and seen as less knowledgeable.Some people may know Dean from various old-time movies. He starred in East of Eden, Giant, and is most recognized for his rebelli ous character in guerrilla Without a Cause. He was considered a good actor in the 1950s for the diverse character roles he took part in, and of course for his legendary sex-appeal. For half a century, he has captured the world with his casual style, fearless look, and rebel attitude. James Dean has defied the essence of cool and without-a-cause for generations.Rebel Without a Cause may be one of the most famous due to the fact that Dean got into a fatal car accident on September 30 1955, one month before the let go date. Dean wasnt only a sexy symbol of rebellion, he represented an every-day teenager that goes through social issues without having a clear direction for his life. In Rebel Without a Cause, he was shown as a delinquent in an urban slum. It is the story of a rebellious teenager who arrives at a new-fangled school, falls for the girlfriend of a school jock, and disobeys his parents trying to defy the meat-heads bulling.The directors of the movie casted him as a rebel, realizing that his attractive, edgy self would appeal to many teens being as they can relate. Dean was a product of this 1950s ideology. Percieving Dean as a good guy, desperately wanting to do the right thing, soon enough constantly getting caught up in doing the wrong, was appealing to teenagers around the entire nation. Teens didnt challenge their parents rules back then, they listened to their elders, and did as they were told. People who did backlash and resist the authority were considered outlaws, who would never be successful.Making this movie and being allowed to see the inside world of a true rebel was one of the first opportunities both teens and parents had to see the both sides of a story. Deans performance spoke powerfully on behalf of teenagers going through this type of scenario themselves, and gave them a hero they could admire and respect. In nowadayss society, arguing with parents, or going against the rules trying to break the idea of a norm isnt unusual. Yet, in the era that this movie was made, it was extremely against anything society really knew.The case isnt about whether teens should, or shouldnt argue, its the fact of respecting elders so much. His movies, all three of them, show that it isnt necessarily expectant to stick up for what you believe in whether youre younger than the opposing factors or not. Going against society in ways that not a clutch of people were brave enough to endure was something that really stood out, and made him recognizable for decades to come. Being a super-star is something that ordinary people like myself can only ideate about.Not necessarily dream as in wanting it so badly it hurts, but dreaming in the sense that living the life of a famous person would be such an out-of-body experience. Dealing with cameras constantly on a day-to-day basis isnt something that I could put up with. Sure, all the money and fame would be nice for maybe a year or so, by eventually a person reaches a point where privac y is more important than cautious items. Getting to know someone through the media could possibly be the worst way to get the true story. In pictures, you only get to see one thing, one significant moment that happened to be captured by someones Kodak.Gathering background information and searching a little deeper into something that interests you is really beneficial not only for yourself, but also the someone who is getting perceived as a single story. One of his most famous quotes is Dream as if youll life forever. Live as if youll die today. Thats exactly what he succeeded in doing in his life. James Dean lived fast and died young. (Gilmore 32. ) Although his life was cut short by an unexpected car crash that ended up being fatal, Dean established a name for himself within the few years that he was an actor.That is astonishing. He has an outrageous amount of fans, and still continues to become known throughout the world today. Works Cited Gilmore, John. John GiLive Fast Die Young Remembering the Short feel of Ja. New York City Thunders Mouth, 1998. Print. Herndon, Venable. James Dean a short life. Garden City, NY Doubleday, 1974. Print. Hofstede, David. James Dean a bio-bibliography. Westport, CT Greenwood P, 1996. Print. Springer, Claudia. James Dean Transfigured the Many Faces of Rebel Iconography. Austin University of Texas, 2007. Print.