Of Mice And Men :: essays research papers

In the novel Of Mice and Men, Jon Steinbeck portrays the life of two common men looking for work on various ranches throughout the United States. The ultimate goal of Lenny and George is to save enough money so they will be able to purchase their own ranch. Traveling the country in search of work proves to the men that companionship is one of the greatest things a man can obtain. Steinbeck uses his novel to introduce several themes that many people will encounter in life such as loneliness, death, and chasing the American dream.   Ã‚  Ã‚  Ã‚  Ã‚  Lenny and George discover that as long as they have each other, they will always have something. Most of the other ranch workers do not have any family or a close friend. Lenny can not take care of himself and depends on George to do so. George merely counts on Lenny for companionship and as someone to confide in. George tells Lenny of his hopes and dreams and although Lenny may not fully comprehend what George is saying, George’s need for someone to converse with is fulfilled. Lenny and George are almost like a family as in they satisfy each other’s emotional needs and keep each other company. Both Lenny and George benefit greatly from their relationship. Although it appears that Lenny needs George more, George’s needs are just not as evident. Without Lenny, George would take his pay, and “go into town and buy liquor.'; Lenny is a means of hope and his presence keeps George on track.   Ã‚  Ã‚  Ã‚  Ã‚  Death is not perceived to be the worst possible situation in this instance. Lenny has a mental condition and has the mental capacity equivalent to that of a third grader. Lenny’s reasoning skills, or rather lack thereof, lead him into doing harm to others and ultimately into killing Curley’s wife. After the other ranch workers find Curley’s wife dead, they suspect Lenny to be the killer. Lenny runs away and hides in a spot that George has told him to run to if anything bad should ever happen. George finds Lenny before the other men do, but ironically George kills Lenny. George does not kill Lenny to get rid of him and not have to take care of him anymore, but as way of helping him. Lenny’s mental state deters him from distinguishing right from wrong and thus, Lenny stays in constant trouble. Lenny does not comprehend his strength and does not know how to contain it.

Navistar Supply Management Essay

Executive Summary Navistar was a worldwide leader in the manufacturing medium and heavy trucks for 17 consecutive years in the North America market. Navistar’s premium conventional trucks were produced at the Chatham assembly plant, which had almost 14 years experience in producing Navistar’s premium line since 1983. Navistar had forecasted increased industry demand for heavy and medium trucks in 1998. Especially, the Chatham assembly plant’s customers had strict requirements to the truck’s quality and delivery date. As the assembly supervisor in Chatham, Andy Ramsz encountered the interior trim quality and delivery problem for the truck. Andy had begun to gather data on the interior trim supply problem and he got the crucial reasons for these problems occurred. These reasons absolutely affected the Navistar’s internal supply process, increased the extra cost as well as reduced the efficiency of the supply management. According to the reasons identified for the trim supply problem, my decision is to set up the improved procedure focused on problems identified and take plans to enhance efficiency and productiveness of trim supply chain so as to relieve the difficulty of shortage problem and meet customers’ requirement accurately. Issue Identification Navistar provides premium trucks that ranged in design from no frill models to highly customized units. Customers are able to select from customized units which represented 50-80 percent of production volumes. These customized units contained various options that formed kits that included anywhere from 18-26 individual trim pieces. Andy Ramsz, the Assembly Supervisor at Navistar’s Chatham facility has been experiencing an issue with interior trim shortages for Navistar’s premium conventional trucks. The shortage of parts and non compliance with delivery schedules did not allow plant assemblers to complete the interior of a truck. The delay in completing the truck affected the bottom line as the interruption in waiting for replacement parts caused additional time and money. Environmental Issue Navistar considered quality and on-time delivery as a priority that came before costs; therefore, various improvement initiatives to quality programs were supported by top management as well as initiatives to improve processes and on-time delivery. Andy is an Assembly Supervisor but had very broad job responsibilities. Andy’s time was taken up in areas such as supplier quality evaluations, internal process documentation, process improvement, and much more. His focus was very widespread and his day was drawn away from scheduled and unscheduled meetings; this position required long hours and weekend work. In addition to the quality issues, truck interior trim shortages was another challenge which resulted in reordering of trim parts leading to additional material handling, and post- assembly installation. These delayed parts required overtime that increased cost and delayed delivery of the finished truck to the customer. Issues came from both Navistar and their supplier Trimco. Navistar had design changes such as different sizes, repositioning of mechanisms and other various designer and material changes; however, these changes to the truck interiors were not communicated to Trimco before production runs were completed. As a result, parts were shipped with different specifications than those needed for proper fit during assembly. Due to the lack of coordination and communication, this caused hurdles to Navistar and Trimco’s just in time system where lead and delivery times were compressed. As a key supplier for Navistar, Trimco provided 420,000 parts annually to Navistar. Unfortunately, of these parts, approximately 3,100 were defective, missing or inappropriate for use. These 3100 parts were another financial burden and jeopardized customer service. Due to the lack of centralisation and limited computer systems capability, Trimco had difficulty monitoring outgoing parts for shipments sent to Navistar; inappropriate component of trim parts or insufficient quantities of the correct parts were supplied. Andy estimated that costs associated with the interior trim shortages were over $200,000 per year. The company was not being run efficiently and quality control was hindering the performance for Navistar. Furthermore, Trimco was QS9000 certified, but the quality control procedures varied throughout as the company lacked consistency. To make matters worse, Trimco also had high employee turnover which meant that employees were not  all properly trained and failed to understand the knowledge and specifications of customer requirements. Alternatives Alternative 1 Research and Source another reputable supplier to manufacture 30% of the customized trim parts – To improve financial situation and alleviate the shortage issue, Navistar can source out a portion of their customized parts to another supplier while maintaining the other 70% to Trimco. The new supplier will adhere to the specifications of Navistar’s customization requirements by going through training programs. Pros: Meet on-time delivery and reduce the number of shortages Creates more inventory and safety stock Could be less risky for Navistar as they don’t have all their eggs in one basket Another supplier puts pressure on Trimco as they could possibly lose more business, so they would hopefully improve their shortage issue Cons: High cost to source, train and implement quality processes with new supplier Separating parts can confuse Accounts Payable and payment, additional paperwork Purchasing power can decrease if inventory is split between multiple vendors No guarantee that delivery and quality will immediately fit to conformity Alternative 2 Navistar will work with Trimco to develop cross-organizational teams and partnerships to re-examine programs for product quality, training, processes and logistics. Exchanging information with Trimco and having open and effective communication to work on areas of concern externally and internally will help improve operations and business for the plant, Navistar and Trimco. Pros: Working with one another by sharing my resources will help both companies ind solutions and work more efficiently By collaborating ideas and using cross-organizational teams, companies can increase efficiencies and reduce costs Creates a strong and long relationship Potential to improve lead times Cons: High cost implementing and initiating programs Takes a long time to make changes Potential for lots of changes leading to possibility of turnover if employees do not like changes If not properly executed, could be confusing to employees Alternative 3 Decrease the customer’s design options. Decreasing design options and providing standard packages will reduce the numerous trim parts for production; this can possibly increase the appropriate shortage and delivery issue. Navistar provided customized units to satisfy different customers’ requirements; customers should change the design before the production runs, which often resulted in the failure of communication to the supplier for the change, and inappropriate trim provided, or delivery delay. Pros: Standardize the â€Å"kits† form for the interior trim to increase the appropriate delivery and installation procedure. More efficient to organize production and procure trim parts. Convenient for supplier to produce trim parts and arrange the stock and inventory. Cons: Navistar may lose the market shares without the specific feature and attracting styling. Recommendation Alternative 2 – Navistar will work with Trimco to develop cross-organizational teams and partnerships to re-examine programs for product quality, training, processes and logistics. Working together with Trimco and reviewing internal processes will help Navistar rectify the trim shortage issue. Even though both companies have quality management systems and programs, a revised quality program should be cooperatively put together to increase efficiency. A Quality Representative from each organization should be placed in the other company to check on conformity, quality and completion of kits. With the help of Trimco, Navistar can create a workbook for inspection procedures for incoming kits and Trimco will have a procedure to follow for kits going outbound. The inspection will have a review checklist that examines the kits as they come in/out; if there are missing parts, they should be documented immediately. Incoming shipments with part shortages that are taken from another kit will be required to be documented and ordered. Trimco will also upgrade their computer system and enhance the centralization to monitor outgoing parts. Trimco had difficulty responding to Navistar’s design changes. Navistar will need to implement a new process to allow increase in lead time for new design changes and communicate changes to the Trimco’s design and manufacturing department. Once Navistar receives confirmation from Trimco they can expect to receive the correct trims with the correct design changes. There has been high turnover at Trimco and training employees has not been up to par. Trimco will need to work with Navistar to create a program for product quality and control than develop a manual for process and development. It will be beneficial for Navistar to help Trimco with a program and manual as this will help hold their employees to compliance standards. The manual will be a reference and include quality planning activities and controls that document the manufacture of Navistar products. Navistar has internal challenges that can be changed to help with the quality and logistics. Andy was given too many responsibilities and his focus was widespread, some of his responsibilities should be the responsibility of managers. Creating some time for Andy will allow him to focus on his core responsibilities and look to programs on continuous improvement. Allowing Andy to have free time will help as he should figure out that providing a  forecast to Trimco will more preparation for parts. The plant at Chatham should try and lean out duplicate processes and perhaps change the order in which the trim assembly took place. The trim was placed into the cab than the cab placed onto the chassis. The cab isn’t dependent on whether the trim assembly is in place; therefore, if trims were added further down the line it would provide more lead time for orders. Implementation Plan Navistar will need to assess internal process and to work with Trimco’s manufacturing department to improve their quality control and process. 1-4 Months: Navistar and Trimco will need to select a Quality Representative and train them on the requirements and specifications for the customized products. Quality representatives and the Manager of Manufacturing at Trimco will help develop a training process and combine that knowledge into Training Manuals to help train current and future Trimco employees. Navistar will provide forecasting tools and reports and review with Trimco to determine mutual understanding of the documents. Trimco will upgrade their computer systems so that monitoring of outgoing parts will be more accurate. 5-6 Months – Quality and consistency will be rigorously inspected and tested to ensure that they meet the quality standards. Navistar will set up KPI to the supplier to determine quality and performance and will be audited. Trimco will have the forecast so they should have safety stock based on the Navistar’s forecast Monitor and Control Navistar will need to examine the success of the implementation process; the training of staff, and shortages of trim parts will be assessed. The staff should be tested during the first month to see that they are comfortable and understand all the requirements for Navistar. Also, monitoring the Tricmo to see if they are using the forecast to meet production levels should be assessed monthly. Navistar will need to set KPIs and notified when quotas aren’t being met as this could be an indication of inefficiency. Areas in operations such as production level, turnaround time, disruptions, and flexibility for change would be taken as key performance measurements. Audit KPI Monthly Notes – Issues *Shortage of trim parts to Navistar Notes – Environmental Interior cut back Quality and Delivery Problem * Missing or Inappropriate trim parts. This resulted in: * Reordering of parts * Additional Material Handling * Post aggregation Installation that needed overtime ($42 per hour) * Eventually decease to a delay in delivery * Typical truck contains 18-26 individualist trims costing $630-$770 * Andy estimated that trim part shortages cost the company $200,000 annually *Slowing down the line due to reordering of parts, extra time and money in material handling, post assembly installation and HR management Trimco Industries * Supplied over 450 parts in 5 different colours and 3 different trim levels * Trimco sent about 420,000 units a course of which about 3100 were defective (0. Some processes within their facility were passing automated while some were manual * Used Quality visit Techniques Statistical Process Control (SPC), Manual Inspection and heel over Production. * Due to lack of centralisation and limited computer governance capability * Difficulty in Monitoring Outgoing Parts * Sent shipments with contradictory parts or incorrect quantities * High Attrition rate leading to employees with poor level of training, hence some employees were insensible of customer requirements * The company had difficulty responding to certain design changes. * At times these design changes were not sent by Navistar forward production runs and hence parts Notes – Alternatives 1 – Source another vendor 30% of trim parts Pros: Meet on-time delivery and reduce the number of shortages Creates more inventory and safety stock Could be less risky for Navistar as they don’t have all their eggs in one basket Another supplier puts pressure on Trimco as they could possibly lose more business, so they would hopefully improve their shortage issue Cons: High cost to source, train and implement quality processes with new supplier Separating parts can confuse Accounts Payable and payment, additional paperwork Purchasing power can decrease if inventory is split between multiple vendors No guarantee that delivery and quality will immediately fit to conformity 2 – Collaborate with Trimco for improvement Pros: Working with one another by sharing my resources will help both companies find solutions and work more efficiently By collaborating ideas and using cross-organizational teams, companies can increase efficiencies and reduce costs Creates a strong and long relationship Cons: High cost implementing and initiating programs Takes a long time to make changes Potential for lots of changes leading to possibility of turnover if employees do not like changes If not properly executed, could be confusing to employees 3 – decrease customization option Pros: Standardize the â€Å"kits† form for the interior trim to increase the appropriate delivery and installation procedure. More efficient to organize production and procure trim parts. Convenient for supplier to produce trim parts and arrange the stock and inventory. Cons: Navistar may lose the market shares without the specific feature and attracting styling. Notes – Recommendation *Monitor supplier performance *How to get the QA dept’s aligned between the companies? 1. Navistar – supply chain division restructuring on a strategic level b. Andy’s responsibilities to be shared between new subdivisions/departments taking away some of his current functions (e.g. internal documentation and material management) c. Logistics audit/review to be implemented by external company to set new procedures particularly for parts flow 2. Chatham plant – reorganization of assembly a. To review assembly process and redesign production steps for smooth and consistent move of the truck to decrease customization level and shorten production lead time b. Interior trim process flow – reduce/eliminate NVA steps through c. Increase communication efficiency with Trimco to send proper and in time data for last minute changes/redesign 3. Trimco – tighter collaboration to help them produce quality a. Involve Trimco in logistics audit c. Eliminate double processes taking place both in Chatham plant and Trimco warehouse (e.g. trim kit assembly) Notes – Implementation Navistar implementation: Action Item | Type | Term | Responsible | Duration | Status | Prepare the forecast for the trim part by month | Tactical | Short | Dealer & marketing department & procurement department | 3 month | Not started | Take the liability for the safety stock with supplier | Tactical | Short Long | Procurement department | 3 months – 6 months | Not started | Set up KPI to the supplier for the performance audit | Tactical | Short & Long | Procurement Department & production Department | 1 month | Not started | Trimco implementation: Action Item | Type | Term | Responsible | Duration | Status | Upgrade computer system and enhance the centralization | Tactical & Strategic | Long and short | IT department | 6 months or more | Not started | Arrange the appropriate training to the employee | Tactical | Long and Short | Top management & HR department & production department | 3 month | Not started | Have the safety stock based on the Navistar’s forecast | Tactical | Short & Middle | Production department | 3 months | Not started | Set up the quality traceability regulation for the quality control | Tactical | short | Production department & QC department | 1 month | Not started | Notes – Monitor and Control Element | Evaluation | # | Description | Measure | Success | Failure | 1. | Recommend best- selling configuration | Got the selling data | Accurate and detailed | Inaccurate and non-detailed | 2. | Forecast form and accuracy | accuracy | Accuracy >=80% | Accuracy =85% | Accuracy =85% | Accuracy

Life of William Shakespeare Paper Essay

Ever since the death of Shakespeare, his life was only well known about his plays and poems. He had written many famous Plays such as: Hamlet, Romeo and Juliet, Macbeth and etc and his famous poems were the Sonnets. Many decades have passed since his death and his plays and poems are still famous and read out loud in schools. Sadly, only a few people knew about Shakespeare’s life and how he became a Bard. â€Å"Details about William Shakespeare’s life are sketchy, mostly mere surmise based upon court or other clerical records.  Ã¢â‚¬  (enotes. com). Shakespeare’s early life was not very well known to the public at this time but according â€Å"Enotes†, he was born in Stratford upon Avon, England in 1564. According to the website william-shakespeare. org. uk. There were records of William Shakespeare being born in the â€Å"Holy Trinity parish church, in Stratford,† on April 26, 1564. His dad John Shakespeare, was a â€Å"yeoman—a glover and commodities merchant. â€Å"(enotes. com). His mother Mary, was a Land owner or as they called it back then, a landed gentry. Shakespeare was the 3rd child of the family but he was one of the childs that lived for a long time. He had 4 sisters and 4 brothers. According to William went to a grammar school until the age of fourteen but he did not continue his education at a university. In 1582, at the age of eighteen he married Anne Hathaway and had their first child, Susanna six months after their marriage in 1583. After two years, they had twins named Judith and Hamnet. It is estimated that Shakespeare arrived in London around 1588 and began to establish himself as an actor and playwright. † (bardweb. net ). According to â€Å"bardweb. net† the exact date of Shakespeare going to London is unknown but estimated to 1588. They thought Shakespeare moved to London because he was â€Å"pursued by the law for poaching deer on private property. † ( enotes. com ). The same year he was called an â€Å"upstart crow†, the theater closed in London because of the Black Death plague. â€Å"By 1594 Shakespeare had joined a theater troupe known as the Lord Chamberlain’s Men. † During this time period, Shakespeare had expressed many of his plays but sadly, it was not to last†¦ Soon, the law had banned plays throughout the reach of London. According to â€Å"william-shakespeare. org. uk â€Å", Shakespeare was very successful in 1596 due to his performance while Queen Elizabeth the first was present. He also got permission to hang his coat of arms and he got very rich because of his career. In 1597 they started to make the Globe Theatre and finished making it in 1598 (which Shakespeare got 10% of the profit from the Globe Theatre). One day, while the Globe Theater was performing the play King Henry VIII, on June 29, 1613, there was a fire due to the cannon that was shot, since the building was made of wood, the fire spread quickly. That day, the globe theater was destroyed. Three years before the fire, Shakespeare retired and went back to Stratford upon Avon, England. Though he lived a wealthy life, according the both websites, the cause of his death was unknown. He died on April 23, 1616 at the age of fifty-two. Just four weeks before his death, on March 25, 1616, he wrote his will. In his will he gave â€Å"his properties to his daughter Susanna† (bardweb. net ). According to that website Shakespeare â€Å"he left ? 300† to his daughter Judith (who was still living at the time) and his wife he left her â€Å"his second best bed†. â€Å"William Shakespeare was buried on April 25th 1616 in Holy Trinity Church, Stratford-upon-Avon. † (william-shakespeare. org. uk ). After William Shakespeare died, he was buried 3 days after his death and according to that website his tomb was â€Å"beneath the floors of the church in the chancel†. In the end, there was almost no record of Shakespeare’s life but some records. After the death of Shakespeare people found out that he wrote those plays that were performed in the Globe Theatre. They were all written in Shakespeare’s First Folio. Work Citation N. P, Enotes. com, eNotes Inc. 2011, 16 Nov. 2011 L. K. , Alchin, William Shakespeare info. November 21 2005. Web. 16 Nov. 2011. Pressley, J. M. Bard web the Shakespeare Resource Center 1997-2011 16 November 2011.