Analysis of Supplier Development Strategies

Analysis of Supplier Development Strategies ABSTRACT OF THE THESIS Any activity undertaken by a buying firm to improve supplier performance, supplier capabilities, or both and to meet the buying firms short and/or long term supply needs can be termed as supplier development activity. A study by the Harvard Business School concluded that a primary reason for declining US competitiveness is that US companies invest less than foreign rivals in intangible investments such as supplier development. Half of the companies fail in this supplier development effort if executed. As supplier development help in increasing competitiveness and is not successful every time if implemented, it is essential to examine supplier development and factors which result towards the success of supplier development. This paper will examine aspects associated with the success of supplier development strategies within different set of industry. This research will put forward a specific set of aspects are significant contributors to supplier development; also this paper will show that some factors of supplier development have significant influence on other factors of supplier development. Data from the population of buyers and suppliers will be collected to test the extent of relationship between significant factors and success of supplier development process. Agreement was noted between dependencies of success of supplier development process on several factors. Recommendations to supply managers and purchasing manager will be provided regarding upper management involvement, enhanced communication with their suppliers, recognition of their suppliers and development of strategic processing instead of reactive processing will be offered. chapter 1 introduction This thesis is a report of ethnographic study of critical factors for supplier development strategies. The study was based primarily upon the survey with supplier development managers and professionals involved in this field. This first chapter of the thesis will discuss the context of the study, intention of the study, describe the importance and will present the overview of the methodology used. Background of Study A global economy is emerging and resources are concentrated on core business rather than the diversification which show the way towards outsourcing. Outsourcing is increased from $91 billion to $416 billion in 20 years (Tunstall, 2002), and it is expected to increase further. In 2009 the value of outsourcing deals in logistics area were projected to $ 80 billion (Hyatt, 2009) which shows the intensity of use of suppliers. Due to this voluminous use of suppliers buying companies have to rely on their suppliers to deliver defect free product in a timely and cost effective manner. To compete in their respective markets, buying firm must ensure that their supplier capability equals the expectations (Krause Ellram, Success factors in supplier development, 1997). When a supplier is incapable of meeting the buying firms need the buying firm has three alternatives: (1) Bring the outsourced item in house and produce it internally, (2) Resource with a more capable supplier, (3) Help improve t he existing suppliers capabilities. All the three strategies can work. (Handfield, Krause, Scannel, Monczka, 2000). Supplier development is defined as Any effort of a buying firm with its supplier to increase the performance and capabilities of the supplier and meet the buying firms supply needs. (Krause Ellram, Critical elements of supplier development, 1997) When the suppliers are innovative and exclusively supplying a product then the supplier development option comes into the picture. When a company is using a supplier, it is necessary to have a good relationship with them. The Harvard research suggested that supplier development started very late in USA but it was started very long ago in the Japan. Toyota, Honda and Nissan implemented these supplier development activities in their plants a long back. Although similar research has been done previously, the theme of research was same but this new research is capable to generate new knowledge , First the populations is different and for the variety of reasons they will be having different opinions and attitudes than the previous cohort . There might be a different type of interaction in between me and those to which will generate the new idea, the sample data is from different set of industry and places so the research context will be totally different from the previous researches. Even the subject might be same but the contextual issues are very different. The Problem Statement Supplier development requires both supplier and buyer to commit their maximum to get the maximum out of the program. Even though both the sides agree that the commitment is required it is not necessary that supplier development program in which they are involved will be successful. In early 90s companies start reducing the number of direct suppliers and began evolving from adversarial relationships to more cooperative ones with the remaining suppliers. (Hartley Choi, 1996), Approximate one-third projects are failed due to suppliers underperformance. So the success in the supplier development is not a foregone conclusion. Supplier development is considered as a long term business strategy and there are various factors which affects this long term strategy. These factors not only affect the end result of supplier development process but also influence each other. This research tried to establish the critical success factors for supplier development and their inter-relationship with ea ch other. Regression models approach helped to develop the interrelationship among critical success factors. Anyone especially supplier development manager and procurement professional can refer the model over the wide range of circumstances and structure. The main objective of the research paper is to create the model for critical success factors for supplier development strategies. Professional Significance Large number of companies does the supplier development and they fail as well at surprising rate. Not all supplier development initiatives are successful in fact, as many as 50% are not successful, due to poor implementation and follow-up. (Handfield R. , 2002) The failed efforts consume tremendous amount of resources over months or even years. As multiple studies have shown over half of the supplier initiatives fails. This failure takes a toll that is not only financial but also psychological. Failure demoralizes employees who have been labored diligently to complete their share of the work. As the supplier development success factors depends on both the parties so a dedicated study is required to find out what factors make the supplier development process a success. In 2000, according to the study 53% of the companies claimed that they are involved in the supplier development program but it was found that only 20% of the companies are contributing for the financial support for the suppliers and only 14% of the companies are putting their employees in the suppliers place for the development purpose. Eleven percentages of the companies are giving the chance to the suppliers to come at the buyers place and learn. Only 11% of the companies are having the formal program for supplier development, others are doing it without any of the formal program. (Anonymous, 2000). It shows that even though companies are involved in supplier development program but not fully implementing in an appropriate way. In General Motors, after implementation of supplier development program supplier productivity was improved 50%, lead time was reduced by 75%, and inventory reduction happened around 70% during their one week workshops. On one project alone, Honda of Americas Best Practices (BP) team reduced a suppliers costs by more than $200,000 per year by changing the layout of a welding process. Furthermore layout change might increase the efficiency of supplier and ultimately give advantage to buying company. (Hartley Choi, 1996). Also one of the purchasing pro for a power tool producer said that in three years of developing suppliers, his company has seen quality rejects fall from 38.4% down to 0.5% while supplier on-time delivery has risen from 76% to 97.5%. Likewise, another proponent of supplier development cites an average supplier quality metric of 98.5% and on-time supplier delivery at 97%. They claimed to have improved quality, response time, prices and cycle time improvements, The VP f or a major California-based computer maker talks about how assistance from his firm allowed one subassembly supplier to ramp up to 50,000 pieces per month in only six weeks. (Anonymous, 2000).Although it took only 6 weeks to ramp up the production but usually supplier development is very time consuming and long process which consumes plenty of resources, so it is very much required to do it correct first time. To get the results mentioned above -$200,000 saving /year it is essential to learn what are the success contributors and failure contributors of supplier development. Overview of Methodology A structured survey questionnaire with five-point Likert scale was developed. Web and email were used to circulate and gather information regarding what group of supplier development professionals thinks about supplier development activities. Survey was divided in 6 small sections and every section was having 3 questions. Total of 20 questions were mailed to random sample of 300 supplier development professionals. The survey solicited about a single instance of supplier development performed by them. Survey was face validated and content validated with the help of thesis chair and committee. Of 300 surveys circulated 50 usable responses were obtained, which provides the perception of large group of supplier development manger regarding the nature of their supplier development project. The responding population represents a wide range of industry types. Also before e-mail survey set of interviews with supplier development managers was conducted. The interview was designed to validate the success factors collected after reviewing literature review and to help focus on reliable, important success factors which have extremely high control on supplier development success. Delimitation The research study was conducted at San Diego State University during the end of the fall semester-2009. This research was limited to supplier development manager who updated their resume on resume bank. This research was limited to professionals in North America continent to reduce cultural differences within the population used in the study. Multiple Regression model was used to prove the interdependency in between critical factors instead structural equation modeling. Survey instrument was developed with the help of existing instruments. This will allow us to compare new results with the old results. This research was limited to 3 questions per factor to keep instrument short. chapter 2 literature review This chapter will review the past researches that serves as the foundation for the thesis report presented. The research papers are basically associated with critical factors associated with success of supplier development. The research paper will present purpose and rationale for writing research paper on supplier development strategies. Following will be the review of literature on Strategic process, Upper management involvement, Supplier recognition, Effective and enhanced communication and commitment of suppliers. The chapter will conclude with a summary of literature. Examples of the key word used while finding the scholar research papers were supplier development, supplier relationship, supplier evaluation, supplier management, supply chain management and buyer-supplier relationship. Combinations of keywords were used to get different research papers. Search engine used during literature search were SDSU library search engine and Google scholar. (Ekholm Pashei, 2009). Past Literature First document application of supplier development comes from Toyota in 1939. Toyota discussed the need of working together with suppliers to improve collective performance. Thereafter in 1963 Nissan implemented first supplier development project, Honda joined the club in 1973 (Monczka, Handfield, Glunipero, Patterson, 2009). It is essential to understand the significance of each factor and the role it plays in supplier development process. Past researches can be categorized in (a) Theoretical, (b) Conceptual, (c) Empirical, (d) Conceptual and Empirical. Table 1 gives the brief of past literature which were identified. Previous to mid 1990s, the supplier development literature consisted mainly of theoretical studies covering cases of several companies and surveys and the purpose was to learn the barriers which comes in the way of supplier development. In 1990s the research moved towards establishing relationship in between various supplier development constructs where in 2000 the re search moved towards influence of supplier development towards innovation and purchasing strategy (Easton, 2000). In todays business increased trend of reliance on supplier is observed. Most of the buying firms need to pursue aggressive strategies in order to increase the future rate of capabilities improvement. (Monnczka, Trent, Callahan, 1993) Having mentioned that supplier is becoming increasingly critical to the competitive success of US firms, there are several reasons behind that. First manufacturers are beginning to focus on their core competencies and areas of technical expertise. Second, developing effective supply base management strategies can help counter the competitive pressures brought about by intense worldwide competition. Third, Suppliers can support directly a firms ability to innovate in the critical areas of product and process technology. Study showed 95% of business unit sample indicated supplier contributions were increasing throughout in terms of importance. There was a 232% increase in people from 1989-1990 who agreed with the statement that suppliers are extremely imp ortant to the achievement of competitive market strategies. More and more people started to outsource and started rely on suppliers. There was a growth of 15% of people from 1991-1992. Furthermore for each sample period, respondent projected and increasing dependency on suppliers for future product technology. More and more companies started to use supplier development process. Some of them are HP, Epson, Apple Computer, 3M, and BMW etc. Strong belief is supplier warrants improvement. If improvement does not occur firms across many industries may lose market share to competitors who are able to maximize supplier performance input. Sample was non random so the result can be generalized. Thus the trend is towards increasing reliance on supplier to help achieve competitive market strategies. This reliance on suppliers and improving their performance was initially documented from Toyota in 1939. Toyota discussed the need of working together with suppliers to improve collective performan ce. Thereafter in 1963 Nissan implemented first supplier development project, Honda joined the club in 1973 (Monczka, Handfield, Glunipero, Patterson, 2009). Supplier development was ubiquitous in Japan and Korea for number of years but less evident in US firms due to perceived lack of instant return on investment allied with setting up resources required to make it successful. Interestingly this practice was recognized early in the 1900 in the US automotive industry when Ford required improving supplier capacity (Krause, Handfield, Tyler, The relationships between supplier development, commitment, social and capital accumulation and performance improvement, 2006). In 1970s other Japanese automakers implemented the system and made their own modification like Honda developed a program called BP (Best practices). Review of case studies by (Sako, 2004) allowed examining differences in between supplier development activity in Toyota, Nissan and Honda. In 1939, Toyota purchasing rules stated that- Toyota suppliers must be treated as a Toyota branches and Toyota must continue to do business with these suppliers without switching to others and also develop the suppliers if required. Toyota bifurcated supplier development activities into TPS (Toyota Production System) and TQC (Total Quality Control). TPS was having different existence from TQC which allowed suppliers to take advantage of continuous improvement. Hyundai also realized that their small suppliers cannot again and again recruit engineers thus they sent engineers from their own shops to improve suppliers productivity. Hyundai do not financially support their suppliers but offer personnel support (Handfield, Krause, Scannel, Monczka, 2000). Nissan also implemented supplier development program which were significantly different from Toyota in the terms of number of point of contacts for suppliers, approach towards sharing the ideas and one to one training strategy during program. Honda and Nissan unified the TPS and TQC offering a single point of contact (Sako, 2004). The common features of the supplier development programs at Honda, Nissan and Toyota are multipl e channels for supplier development to transfer both tacit and explicit knowledge. Tacit knowledge is more difficult to accumulate as it needs closer interactions especially face to face with suppliers and more time thus it is difficult to replicate tacit knowledge (Clarke, 2007). In contrast to these companies in Japan, the suppliers in US and Europe distrust the buyers intention and also buyers dont have identical level of authenticity as in Japan to act as trusted well wisher who can suggest their suppliers how they should invest their resources (Sako, 2004). A recent study from Harvard school concluded that primary reason for declining USA competitiveness is that US companies invest less in supplier relations and development thus considering these points from Japan the supplier development was adopted in Eastern countries like UK and USA (Monnczka, Trent, Callahan, 1993). Supplier development activities were transferred to USA as buying firms commissioned their own plants in USA due to government regulations. By 1996 General Motors had completed supplier development projects with over 2000 suppliers and claimed productivity improvements over 50%, lead time reduction of up to 75% and inventory reduction of 70% (Hartley Choi, Supplier development: Customers as a catalyst of process change, 1996), (Clarke, 2007). By 2001 John Deere was involved in 426 different projects with 92 different supplier development engineer and delivering annual saving of $700,000 along with improvements in quality, cost and delivery. By 1994, Allied-Signal expe cted to save up to $300,000 from supplier development activities and also expected for increase in shares price (Monnczka, Trent, Callahan, 1993). At Deere and Delphi, a $100,000 investment in supplier development yields at least three to ten times the original investment (Nelson, Moody, Stegner, 2005). This illustrates that large firms adopted supplier development and it became strategic tool for them to improve quality, reduce cost and improve the delivery. The basic development process started with reduction in supplier base and then developing the remaining suppliers. Also it was adopted in service based companies from product based companies. But more focus was on the product based companies. Service based relies on the competitive pressure of market forces instigate supplier performance to a greater extent than product based firms and that then to use. In UK most companies rationalized or optimized their supple base to include fewer total suppliers. Western countries were no t getting involved in direct supplier development; Japanese companies were successful because they were involved in direct supplier development. Toyota is purchasing product from the same supplier since 1937. GM adopted this strategic supplier development in Europe. Motorola and Ford also adopted similar kind of supplier development Countries and large firms started to realize the benefits of supplier development, they recognized that supplier development must be worth if its emerging everywhere in Japan. From the national perspective, benefits of supplier development were improvement in domestic suppliers, reduction in off shoring and increase in GDP (Krause Ellram, 1997). From the corporate and large firm perspective, supplier development helped in improving quality, reliability and manufacturability of new design. Besides that supplier development also helped in knowledge sharing and improved collaboration. Furthermore responsiveness to customer needs and market dynamics also increased with supplier development (Krause Ellram, 1997). The data gathered with 527 purchasing executives by (Krause D. R., Supplier development: Current practices and outcomes, 1997) revealed that supplier development attributed to timely delivery, completed orders, reduction in defects scrap and reduced order cycle time. Research by (Blonska, Rozemeijer, Wetzels) established that supplier development guide towards getting a preferential buyer status and supplier adaptability. Supplier adaptation is perceived as an attainment of a goal of supplier development aimed at supplier performance improvement (Blonska, Rozemeijer, Wetzels). With help of two in depth case studies (Reed Walsh, 2002) established that supplier development activities enhance technological capabilities in their suppliers. Also some of the firms expected technological improvement should follow from improved business processes. Supplier development also helped in developing mutual trust in between buyers and suppliers (Reed Walsh, 2002). As mentioned earlier this increase in reliance was due to improvement in performance after implementing supplier development program. BMW strives to be 20% above industry average in quality performance. Management believed supplier development made it possible to attain that quality standard and increase in revenue (Rhodes, Warren, Carter, 2006). Also in Honda dramatic improvement was seen in product quality since Honda began to develop suppliers in North America, In 1985 quality level was 7000 parts defective per million and In 1995 quality level was increased to 100 defective parts per million (Berlow, 1995). A team of purchasing professionals from Honda of America worked with 12 stamping suppliers to reduce cost by $4million in six months in 1995 with its supplier development efforts (Berlow, 1995). In the context of supplier development, suppliers and buyers state that they want to practice more supplier development methods to enjoy its benefits but there are myriads of barriers that hinder the effective supplier development strategies. Research by (Lascelles Dale, 1989) utilizing survey responses from UK based suppliers to 3 major customers in automotive industry illustrated that poor communication and feedback, unstructured quality improvement programs, credibility of buyers, misconception regarding purchasing power and supplier satisfaction are the foremost barriers in the supplier development programs. Also in an empirical study with 89 minority goods and service providers (Krause, Ragatz, Hughley, Supplier development from the minority suppliers perspective, 1999) demonstrated that the main barriers towards minority owned supplier development are poor communication, non-profit situation and racial biases. Results also indicated that small minority owned suppliers were le ss positive about supplier development activities as compared to large minority owned suppliers (Novak, 2008). Survey by (Handfield, Krause, Scannel, Monczka, 2000) on supplier development strategies with 84 companies established several other barriers apart from already mentioned that deter supplier development strategies. It includes Lack of supplier commitment, insufficient supplier resources, lack of trust, and poor alignment of organizational cultures, unsupportive upper management and insufficient inducement to suppliers. Research by (McDuffie Helper, 1997) established that supplier development might fail if suppliers are not having a strong identification or if suppliers are not dependent on buyers. It will show the way to break down in learning relationship. Another major barrier towards supplier development program found from research by (Forker, Ruch, Hershauer, 1999) is difference between perceptions of buyer and suppliers about supplier development practices. These di fferences in perception are due to disparity in understanding in preference, intention, and process of supplier development program (Forker, Ruch, Hershauer, 1999). Supplier might agree initially for the proposal but later fail to implement due to difference in understanding. This problem can be cured with the help of clarification of issues. Researchers came up with number of conceptual models for building solutions to overcome these barriers. A ten step generic process model was developed based on the examination of in-depth response to open ended survey questions. Such a model was a step towards strategic supplier development. It was ranging from identification of critical commodities for development to systematically instituting ongoing continuous improvement. The model also suggested proposition that firms competing in markets characterized by high rates of technological changes and high level of competition are more likely to be involved with this model (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). This model was slightly changed by proposition of seven steps generic model (Handfield, Krause, Scannel, Monczka, 2000). Also it was found most organization deployed first three steps but was less successful in deploying later stages. Similar t o previous model a process oriented four step generic supplier development model was proposed. This model was designed to help suppliers sustain and continue the change process and effectively build the capability for improvement within the organization (Hartley Jones, Process oriented supplier development: Building the capability for change, 1997). This model also increases the suppliers capability to act on its own and the improvement effort will continue once the buying firm finishes its activities (Wagner S. M., 2006). Also supplier structure was developed on the basis of specific vendor development strategy. Conceptual link was generated in between generic business unit strategies based on framework proposed by Porter and generic supplier development strategies, in other words linkage between supplier development strategies and company strategies (Chakraborty Philip, 1996). Execution of case study of five firms by (Dunn Young, 2004) results in a process model that enables th e buyers to pinpoint specific areas where improvement is required. Highlighting these small areas can impact on long term strategic supplier development initiatives. A review of the conceptual model and context of supplier development resulted in the identification of several elements that appear to be critical to the success of the supplier development program. These comprise of effective and enhanced communication, supplier commitment, top management involvement, strategic processing and long term commitment and supplier recognition/rewards (Krause Ellram, 1997). Background What is supplier development, why is the supplier development critical, what made this required to study and how the factors might affect the supplier development? Big things happen when you do little things right (Don, 2000). In this case if small generic steps for supplier development are deployed correctly then it can contribute towards success in supplier development. (Handfield, Krause, Scannel, Monczka, 2000) Developed seven step generic process map for set up supplier development activities. These are recognized as (a) Identify critical commodities (b) Identify critical supplies (c) Form a cross functional team (d) Meet with supplier top management (e) Identify key project (f) Define details of agreement and (g) Monitor status and monitor strategies. A discussion of each as follows. Identify critical commodities and suppliers Upper management involvement is vital to assess the relative importance of commodities and services procured by business unit. A corporate level executive committee analyzes the purchasing portfolio developed during strategic process. This analysis is extension of company strategic planning (Handfield, Krause, Scannel, Monczka, 2000). As a result critical commodities are identified and warranted for supplier development activities. Steps adopted here are mainly observed in strategic approach supplier development where in reactive approach respondents skip this step in supplier development process (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). Choosing which supplier to develop is a critical task again because supplier development involves resources such as money and time, thus the decision should be strategic not reactive (Gordon, 2008). (Handfield, Krause, Scannel, Monczka, 2000). Many situations exist which are not mutually exclusive but warrant supplier development. To decide which situation needs supplier development is calculated judgment. Companies have formal supplier measurement system with help of which they assess suppliers performance. If any gap is found in measured and expected results, these suppliers are identified for development process where in reactive approach respondent skip this step in supplier development activities (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). Also buying firm carefully evaluates suppliers quality, volume, delivery cost performance, launch readiness and potential kaizen opportunities to identify a prosp ective supplier development program (Novak, 2008). Hence, Strategic processing and upper management involvement have significant influence on the outcome of this first step of supplier development-identifying critical commodities and suppliers. These two will be among the variable of interest in the research thesis. Form a cross functional team Each firm must develop their suppliers according to their requirement. For example, some firms need managerial assistance and some need technical assistance. Thus it is essential to evaluate each supplier individually to create a plan that benefits both supplier and buyer (Daghfous, Campa, Hamde, 2008). As a result to face this complex challenge of developing dissimilar suppliers, innovative ideas are required to break down knowledge barrier between buyers and suppliers and to facilitate a transition of knowledge transfer from buyers to suppliers, a cross functional team is necessary to form (Blindenbacj-Driessen, 2009). Before approaching suppliers and ask for enhanced performance, it is also important to build up cross functional consensus and build up their own house before expecting commitment from suppliers (Monczka, Handfield, Glunipero, Patterson, 2009). In particular commitment of buyers and strategic approach is essential for buildup of cross functional consensus. Also a b uyer must establish its supply chain strategies and roles of procurement so that the business objectives are clear. Hence, Commitment and strategic process have significant influence on the outcome on creation of cross functional team. Therefore, these two will be among the variable of interest in the research thesis. Meet with supplier top management Upper management involvement again prevails but this time it is of suppliers side. Cross functional team must meet upper management of supplier side and establishes stra Analysis of Supplier Development Strategies Analysis of Supplier Development Strategies ABSTRACT OF THE THESIS Any activity undertaken by a buying firm to improve supplier performance, supplier capabilities, or both and to meet the buying firms short and/or long term supply needs can be termed as supplier development activity. A study by the Harvard Business School concluded that a primary reason for declining US competitiveness is that US companies invest less than foreign rivals in intangible investments such as supplier development. Half of the companies fail in this supplier development effort if executed. As supplier development help in increasing competitiveness and is not successful every time if implemented, it is essential to examine supplier development and factors which result towards the success of supplier development. This paper will examine aspects associated with the success of supplier development strategies within different set of industry. This research will put forward a specific set of aspects are significant contributors to supplier development; also this paper will show that some factors of supplier development have significant influence on other factors of supplier development. Data from the population of buyers and suppliers will be collected to test the extent of relationship between significant factors and success of supplier development process. Agreement was noted between dependencies of success of supplier development process on several factors. Recommendations to supply managers and purchasing manager will be provided regarding upper management involvement, enhanced communication with their suppliers, recognition of their suppliers and development of strategic processing instead of reactive processing will be offered. chapter 1 introduction This thesis is a report of ethnographic study of critical factors for supplier development strategies. The study was based primarily upon the survey with supplier development managers and professionals involved in this field. This first chapter of the thesis will discuss the context of the study, intention of the study, describe the importance and will present the overview of the methodology used. Background of Study A global economy is emerging and resources are concentrated on core business rather than the diversification which show the way towards outsourcing. Outsourcing is increased from $91 billion to $416 billion in 20 years (Tunstall, 2002), and it is expected to increase further. In 2009 the value of outsourcing deals in logistics area were projected to $ 80 billion (Hyatt, 2009) which shows the intensity of use of suppliers. Due to this voluminous use of suppliers buying companies have to rely on their suppliers to deliver defect free product in a timely and cost effective manner. To compete in their respective markets, buying firm must ensure that their supplier capability equals the expectations (Krause Ellram, Success factors in supplier development, 1997). When a supplier is incapable of meeting the buying firms need the buying firm has three alternatives: (1) Bring the outsourced item in house and produce it internally, (2) Resource with a more capable supplier, (3) Help improve t he existing suppliers capabilities. All the three strategies can work. (Handfield, Krause, Scannel, Monczka, 2000). Supplier development is defined as Any effort of a buying firm with its supplier to increase the performance and capabilities of the supplier and meet the buying firms supply needs. (Krause Ellram, Critical elements of supplier development, 1997) When the suppliers are innovative and exclusively supplying a product then the supplier development option comes into the picture. When a company is using a supplier, it is necessary to have a good relationship with them. The Harvard research suggested that supplier development started very late in USA but it was started very long ago in the Japan. Toyota, Honda and Nissan implemented these supplier development activities in their plants a long back. Although similar research has been done previously, the theme of research was same but this new research is capable to generate new knowledge , First the populations is different and for the variety of reasons they will be having different opinions and attitudes than the previous cohort . There might be a different type of interaction in between me and those to which will generate the new idea, the sample data is from different set of industry and places so the research context will be totally different from the previous researches. Even the subject might be same but the contextual issues are very different. The Problem Statement Supplier development requires both supplier and buyer to commit their maximum to get the maximum out of the program. Even though both the sides agree that the commitment is required it is not necessary that supplier development program in which they are involved will be successful. In early 90s companies start reducing the number of direct suppliers and began evolving from adversarial relationships to more cooperative ones with the remaining suppliers. (Hartley Choi, 1996), Approximate one-third projects are failed due to suppliers underperformance. So the success in the supplier development is not a foregone conclusion. Supplier development is considered as a long term business strategy and there are various factors which affects this long term strategy. These factors not only affect the end result of supplier development process but also influence each other. This research tried to establish the critical success factors for supplier development and their inter-relationship with ea ch other. Regression models approach helped to develop the interrelationship among critical success factors. Anyone especially supplier development manager and procurement professional can refer the model over the wide range of circumstances and structure. The main objective of the research paper is to create the model for critical success factors for supplier development strategies. Professional Significance Large number of companies does the supplier development and they fail as well at surprising rate. Not all supplier development initiatives are successful in fact, as many as 50% are not successful, due to poor implementation and follow-up. (Handfield R. , 2002) The failed efforts consume tremendous amount of resources over months or even years. As multiple studies have shown over half of the supplier initiatives fails. This failure takes a toll that is not only financial but also psychological. Failure demoralizes employees who have been labored diligently to complete their share of the work. As the supplier development success factors depends on both the parties so a dedicated study is required to find out what factors make the supplier development process a success. In 2000, according to the study 53% of the companies claimed that they are involved in the supplier development program but it was found that only 20% of the companies are contributing for the financial support for the suppliers and only 14% of the companies are putting their employees in the suppliers place for the development purpose. Eleven percentages of the companies are giving the chance to the suppliers to come at the buyers place and learn. Only 11% of the companies are having the formal program for supplier development, others are doing it without any of the formal program. (Anonymous, 2000). It shows that even though companies are involved in supplier development program but not fully implementing in an appropriate way. In General Motors, after implementation of supplier development program supplier productivity was improved 50%, lead time was reduced by 75%, and inventory reduction happened around 70% during their one week workshops. On one project alone, Honda of Americas Best Practices (BP) team reduced a suppliers costs by more than $200,000 per year by changing the layout of a welding process. Furthermore layout change might increase the efficiency of supplier and ultimately give advantage to buying company. (Hartley Choi, 1996). Also one of the purchasing pro for a power tool producer said that in three years of developing suppliers, his company has seen quality rejects fall from 38.4% down to 0.5% while supplier on-time delivery has risen from 76% to 97.5%. Likewise, another proponent of supplier development cites an average supplier quality metric of 98.5% and on-time supplier delivery at 97%. They claimed to have improved quality, response time, prices and cycle time improvements, The VP f or a major California-based computer maker talks about how assistance from his firm allowed one subassembly supplier to ramp up to 50,000 pieces per month in only six weeks. (Anonymous, 2000).Although it took only 6 weeks to ramp up the production but usually supplier development is very time consuming and long process which consumes plenty of resources, so it is very much required to do it correct first time. To get the results mentioned above -$200,000 saving /year it is essential to learn what are the success contributors and failure contributors of supplier development. Overview of Methodology A structured survey questionnaire with five-point Likert scale was developed. Web and email were used to circulate and gather information regarding what group of supplier development professionals thinks about supplier development activities. Survey was divided in 6 small sections and every section was having 3 questions. Total of 20 questions were mailed to random sample of 300 supplier development professionals. The survey solicited about a single instance of supplier development performed by them. Survey was face validated and content validated with the help of thesis chair and committee. Of 300 surveys circulated 50 usable responses were obtained, which provides the perception of large group of supplier development manger regarding the nature of their supplier development project. The responding population represents a wide range of industry types. Also before e-mail survey set of interviews with supplier development managers was conducted. The interview was designed to validate the success factors collected after reviewing literature review and to help focus on reliable, important success factors which have extremely high control on supplier development success. Delimitation The research study was conducted at San Diego State University during the end of the fall semester-2009. This research was limited to supplier development manager who updated their resume on resume bank. This research was limited to professionals in North America continent to reduce cultural differences within the population used in the study. Multiple Regression model was used to prove the interdependency in between critical factors instead structural equation modeling. Survey instrument was developed with the help of existing instruments. This will allow us to compare new results with the old results. This research was limited to 3 questions per factor to keep instrument short. chapter 2 literature review This chapter will review the past researches that serves as the foundation for the thesis report presented. The research papers are basically associated with critical factors associated with success of supplier development. The research paper will present purpose and rationale for writing research paper on supplier development strategies. Following will be the review of literature on Strategic process, Upper management involvement, Supplier recognition, Effective and enhanced communication and commitment of suppliers. The chapter will conclude with a summary of literature. Examples of the key word used while finding the scholar research papers were supplier development, supplier relationship, supplier evaluation, supplier management, supply chain management and buyer-supplier relationship. Combinations of keywords were used to get different research papers. Search engine used during literature search were SDSU library search engine and Google scholar. (Ekholm Pashei, 2009). Past Literature First document application of supplier development comes from Toyota in 1939. Toyota discussed the need of working together with suppliers to improve collective performance. Thereafter in 1963 Nissan implemented first supplier development project, Honda joined the club in 1973 (Monczka, Handfield, Glunipero, Patterson, 2009). It is essential to understand the significance of each factor and the role it plays in supplier development process. Past researches can be categorized in (a) Theoretical, (b) Conceptual, (c) Empirical, (d) Conceptual and Empirical. Table 1 gives the brief of past literature which were identified. Previous to mid 1990s, the supplier development literature consisted mainly of theoretical studies covering cases of several companies and surveys and the purpose was to learn the barriers which comes in the way of supplier development. In 1990s the research moved towards establishing relationship in between various supplier development constructs where in 2000 the re search moved towards influence of supplier development towards innovation and purchasing strategy (Easton, 2000). In todays business increased trend of reliance on supplier is observed. Most of the buying firms need to pursue aggressive strategies in order to increase the future rate of capabilities improvement. (Monnczka, Trent, Callahan, 1993) Having mentioned that supplier is becoming increasingly critical to the competitive success of US firms, there are several reasons behind that. First manufacturers are beginning to focus on their core competencies and areas of technical expertise. Second, developing effective supply base management strategies can help counter the competitive pressures brought about by intense worldwide competition. Third, Suppliers can support directly a firms ability to innovate in the critical areas of product and process technology. Study showed 95% of business unit sample indicated supplier contributions were increasing throughout in terms of importance. There was a 232% increase in people from 1989-1990 who agreed with the statement that suppliers are extremely imp ortant to the achievement of competitive market strategies. More and more people started to outsource and started rely on suppliers. There was a growth of 15% of people from 1991-1992. Furthermore for each sample period, respondent projected and increasing dependency on suppliers for future product technology. More and more companies started to use supplier development process. Some of them are HP, Epson, Apple Computer, 3M, and BMW etc. Strong belief is supplier warrants improvement. If improvement does not occur firms across many industries may lose market share to competitors who are able to maximize supplier performance input. Sample was non random so the result can be generalized. Thus the trend is towards increasing reliance on supplier to help achieve competitive market strategies. This reliance on suppliers and improving their performance was initially documented from Toyota in 1939. Toyota discussed the need of working together with suppliers to improve collective performan ce. Thereafter in 1963 Nissan implemented first supplier development project, Honda joined the club in 1973 (Monczka, Handfield, Glunipero, Patterson, 2009). Supplier development was ubiquitous in Japan and Korea for number of years but less evident in US firms due to perceived lack of instant return on investment allied with setting up resources required to make it successful. Interestingly this practice was recognized early in the 1900 in the US automotive industry when Ford required improving supplier capacity (Krause, Handfield, Tyler, The relationships between supplier development, commitment, social and capital accumulation and performance improvement, 2006). In 1970s other Japanese automakers implemented the system and made their own modification like Honda developed a program called BP (Best practices). Review of case studies by (Sako, 2004) allowed examining differences in between supplier development activity in Toyota, Nissan and Honda. In 1939, Toyota purchasing rules stated that- Toyota suppliers must be treated as a Toyota branches and Toyota must continue to do business with these suppliers without switching to others and also develop the suppliers if required. Toyota bifurcated supplier development activities into TPS (Toyota Production System) and TQC (Total Quality Control). TPS was having different existence from TQC which allowed suppliers to take advantage of continuous improvement. Hyundai also realized that their small suppliers cannot again and again recruit engineers thus they sent engineers from their own shops to improve suppliers productivity. Hyundai do not financially support their suppliers but offer personnel support (Handfield, Krause, Scannel, Monczka, 2000). Nissan also implemented supplier development program which were significantly different from Toyota in the terms of number of point of contacts for suppliers, approach towards sharing the ideas and one to one training strategy during program. Honda and Nissan unified the TPS and TQC offering a single point of contact (Sako, 2004). The common features of the supplier development programs at Honda, Nissan and Toyota are multipl e channels for supplier development to transfer both tacit and explicit knowledge. Tacit knowledge is more difficult to accumulate as it needs closer interactions especially face to face with suppliers and more time thus it is difficult to replicate tacit knowledge (Clarke, 2007). In contrast to these companies in Japan, the suppliers in US and Europe distrust the buyers intention and also buyers dont have identical level of authenticity as in Japan to act as trusted well wisher who can suggest their suppliers how they should invest their resources (Sako, 2004). A recent study from Harvard school concluded that primary reason for declining USA competitiveness is that US companies invest less in supplier relations and development thus considering these points from Japan the supplier development was adopted in Eastern countries like UK and USA (Monnczka, Trent, Callahan, 1993). Supplier development activities were transferred to USA as buying firms commissioned their own plants in USA due to government regulations. By 1996 General Motors had completed supplier development projects with over 2000 suppliers and claimed productivity improvements over 50%, lead time reduction of up to 75% and inventory reduction of 70% (Hartley Choi, Supplier development: Customers as a catalyst of process change, 1996), (Clarke, 2007). By 2001 John Deere was involved in 426 different projects with 92 different supplier development engineer and delivering annual saving of $700,000 along with improvements in quality, cost and delivery. By 1994, Allied-Signal expe cted to save up to $300,000 from supplier development activities and also expected for increase in shares price (Monnczka, Trent, Callahan, 1993). At Deere and Delphi, a $100,000 investment in supplier development yields at least three to ten times the original investment (Nelson, Moody, Stegner, 2005). This illustrates that large firms adopted supplier development and it became strategic tool for them to improve quality, reduce cost and improve the delivery. The basic development process started with reduction in supplier base and then developing the remaining suppliers. Also it was adopted in service based companies from product based companies. But more focus was on the product based companies. Service based relies on the competitive pressure of market forces instigate supplier performance to a greater extent than product based firms and that then to use. In UK most companies rationalized or optimized their supple base to include fewer total suppliers. Western countries were no t getting involved in direct supplier development; Japanese companies were successful because they were involved in direct supplier development. Toyota is purchasing product from the same supplier since 1937. GM adopted this strategic supplier development in Europe. Motorola and Ford also adopted similar kind of supplier development Countries and large firms started to realize the benefits of supplier development, they recognized that supplier development must be worth if its emerging everywhere in Japan. From the national perspective, benefits of supplier development were improvement in domestic suppliers, reduction in off shoring and increase in GDP (Krause Ellram, 1997). From the corporate and large firm perspective, supplier development helped in improving quality, reliability and manufacturability of new design. Besides that supplier development also helped in knowledge sharing and improved collaboration. Furthermore responsiveness to customer needs and market dynamics also increased with supplier development (Krause Ellram, 1997). The data gathered with 527 purchasing executives by (Krause D. R., Supplier development: Current practices and outcomes, 1997) revealed that supplier development attributed to timely delivery, completed orders, reduction in defects scrap and reduced order cycle time. Research by (Blonska, Rozemeijer, Wetzels) established that supplier development guide towards getting a preferential buyer status and supplier adaptability. Supplier adaptation is perceived as an attainment of a goal of supplier development aimed at supplier performance improvement (Blonska, Rozemeijer, Wetzels). With help of two in depth case studies (Reed Walsh, 2002) established that supplier development activities enhance technological capabilities in their suppliers. Also some of the firms expected technological improvement should follow from improved business processes. Supplier development also helped in developing mutual trust in between buyers and suppliers (Reed Walsh, 2002). As mentioned earlier this increase in reliance was due to improvement in performance after implementing supplier development program. BMW strives to be 20% above industry average in quality performance. Management believed supplier development made it possible to attain that quality standard and increase in revenue (Rhodes, Warren, Carter, 2006). Also in Honda dramatic improvement was seen in product quality since Honda began to develop suppliers in North America, In 1985 quality level was 7000 parts defective per million and In 1995 quality level was increased to 100 defective parts per million (Berlow, 1995). A team of purchasing professionals from Honda of America worked with 12 stamping suppliers to reduce cost by $4million in six months in 1995 with its supplier development efforts (Berlow, 1995). In the context of supplier development, suppliers and buyers state that they want to practice more supplier development methods to enjoy its benefits but there are myriads of barriers that hinder the effective supplier development strategies. Research by (Lascelles Dale, 1989) utilizing survey responses from UK based suppliers to 3 major customers in automotive industry illustrated that poor communication and feedback, unstructured quality improvement programs, credibility of buyers, misconception regarding purchasing power and supplier satisfaction are the foremost barriers in the supplier development programs. Also in an empirical study with 89 minority goods and service providers (Krause, Ragatz, Hughley, Supplier development from the minority suppliers perspective, 1999) demonstrated that the main barriers towards minority owned supplier development are poor communication, non-profit situation and racial biases. Results also indicated that small minority owned suppliers were le ss positive about supplier development activities as compared to large minority owned suppliers (Novak, 2008). Survey by (Handfield, Krause, Scannel, Monczka, 2000) on supplier development strategies with 84 companies established several other barriers apart from already mentioned that deter supplier development strategies. It includes Lack of supplier commitment, insufficient supplier resources, lack of trust, and poor alignment of organizational cultures, unsupportive upper management and insufficient inducement to suppliers. Research by (McDuffie Helper, 1997) established that supplier development might fail if suppliers are not having a strong identification or if suppliers are not dependent on buyers. It will show the way to break down in learning relationship. Another major barrier towards supplier development program found from research by (Forker, Ruch, Hershauer, 1999) is difference between perceptions of buyer and suppliers about supplier development practices. These di fferences in perception are due to disparity in understanding in preference, intention, and process of supplier development program (Forker, Ruch, Hershauer, 1999). Supplier might agree initially for the proposal but later fail to implement due to difference in understanding. This problem can be cured with the help of clarification of issues. Researchers came up with number of conceptual models for building solutions to overcome these barriers. A ten step generic process model was developed based on the examination of in-depth response to open ended survey questions. Such a model was a step towards strategic supplier development. It was ranging from identification of critical commodities for development to systematically instituting ongoing continuous improvement. The model also suggested proposition that firms competing in markets characterized by high rates of technological changes and high level of competition are more likely to be involved with this model (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). This model was slightly changed by proposition of seven steps generic model (Handfield, Krause, Scannel, Monczka, 2000). Also it was found most organization deployed first three steps but was less successful in deploying later stages. Similar t o previous model a process oriented four step generic supplier development model was proposed. This model was designed to help suppliers sustain and continue the change process and effectively build the capability for improvement within the organization (Hartley Jones, Process oriented supplier development: Building the capability for change, 1997). This model also increases the suppliers capability to act on its own and the improvement effort will continue once the buying firm finishes its activities (Wagner S. M., 2006). Also supplier structure was developed on the basis of specific vendor development strategy. Conceptual link was generated in between generic business unit strategies based on framework proposed by Porter and generic supplier development strategies, in other words linkage between supplier development strategies and company strategies (Chakraborty Philip, 1996). Execution of case study of five firms by (Dunn Young, 2004) results in a process model that enables th e buyers to pinpoint specific areas where improvement is required. Highlighting these small areas can impact on long term strategic supplier development initiatives. A review of the conceptual model and context of supplier development resulted in the identification of several elements that appear to be critical to the success of the supplier development program. These comprise of effective and enhanced communication, supplier commitment, top management involvement, strategic processing and long term commitment and supplier recognition/rewards (Krause Ellram, 1997). Background What is supplier development, why is the supplier development critical, what made this required to study and how the factors might affect the supplier development? Big things happen when you do little things right (Don, 2000). In this case if small generic steps for supplier development are deployed correctly then it can contribute towards success in supplier development. (Handfield, Krause, Scannel, Monczka, 2000) Developed seven step generic process map for set up supplier development activities. These are recognized as (a) Identify critical commodities (b) Identify critical supplies (c) Form a cross functional team (d) Meet with supplier top management (e) Identify key project (f) Define details of agreement and (g) Monitor status and monitor strategies. A discussion of each as follows. Identify critical commodities and suppliers Upper management involvement is vital to assess the relative importance of commodities and services procured by business unit. A corporate level executive committee analyzes the purchasing portfolio developed during strategic process. This analysis is extension of company strategic planning (Handfield, Krause, Scannel, Monczka, 2000). As a result critical commodities are identified and warranted for supplier development activities. Steps adopted here are mainly observed in strategic approach supplier development where in reactive approach respondents skip this step in supplier development process (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). Choosing which supplier to develop is a critical task again because supplier development involves resources such as money and time, thus the decision should be strategic not reactive (Gordon, 2008). (Handfield, Krause, Scannel, Monczka, 2000). Many situations exist which are not mutually exclusive but warrant supplier development. To decide which situation needs supplier development is calculated judgment. Companies have formal supplier measurement system with help of which they assess suppliers performance. If any gap is found in measured and expected results, these suppliers are identified for development process where in reactive approach respondent skip this step in supplier development activities (Krause, Handfield, Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). Also buying firm carefully evaluates suppliers quality, volume, delivery cost performance, launch readiness and potential kaizen opportunities to identify a prosp ective supplier development program (Novak, 2008). Hence, Strategic processing and upper management involvement have significant influence on the outcome of this first step of supplier development-identifying critical commodities and suppliers. These two will be among the variable of interest in the research thesis. Form a cross functional team Each firm must develop their suppliers according to their requirement. For example, some firms need managerial assistance and some need technical assistance. Thus it is essential to evaluate each supplier individually to create a plan that benefits both supplier and buyer (Daghfous, Campa, Hamde, 2008). As a result to face this complex challenge of developing dissimilar suppliers, innovative ideas are required to break down knowledge barrier between buyers and suppliers and to facilitate a transition of knowledge transfer from buyers to suppliers, a cross functional team is necessary to form (Blindenbacj-Driessen, 2009). Before approaching suppliers and ask for enhanced performance, it is also important to build up cross functional consensus and build up their own house before expecting commitment from suppliers (Monczka, Handfield, Glunipero, Patterson, 2009). In particular commitment of buyers and strategic approach is essential for buildup of cross functional consensus. Also a b uyer must establish its supply chain strategies and roles of procurement so that the business objectives are clear. Hence, Commitment and strategic process have significant influence on the outcome on creation of cross functional team. Therefore, these two will be among the variable of interest in the research thesis. Meet with supplier top management Upper management involvement again prevails but this time it is of suppliers side. Cross functional team must meet upper management of supplier side and establishes stra

Role of the Nurse in Delegation of tasks

Role of the Nurse in Delegation of tasks Delegation is a term that means assigning certain authority or responsibility to a person to carry out that task but the person delegating still maintains the responsibility of the delegated task (Wikipedia, 2010). In the nursing world, delegation is a skill that requires knowledge of what a registered nurse (RN) can delegate and who they can delegate to. It is a competency both recognized by the American Nurses Association (ANA) and National Council of State Boards of Nursing (NCSBN). Delegation is a complex skill that is best learned through working with other RNs. In order for an RN to delegate, he or she must know their states nurse practice acts, institutions policies and procedures, and the institutions job description for assistive personnel (Potter and Perry, 2005, p. 379). In order for the RN to delegate a task to a nursing assistive personnel (NAP) or another RN, he or she must know the five rights of delegation which includes the right task, right circumstance, right person, right directions and communications, and right supervision and evaluation (ANA, 2009). A right task is delegated when the task being delegated is within the NAP or another RNs scope of practice. The person being delegated to that task must require very little supervision and must be competent at the assigned task. A nurse can assign the NAP to take vital signs from another patient of his or her but not assign him or her to discontinue an IV. If a nurse is in the middle of an important task (i.e, start another IV from a patient whose IV line had infiltrated), she can ask or assign another RN, if that RN is not busy with her own task, to give her other patients their scheduled medications. For a task to be completed in the appropriate time and manner, it must be done under the right circumstances. The delegating RN must look at the overall scenario to see if the delegated task is right for the patient setting and that resources are readily available. A patients condition can change quickly in an acute care setting. An RN with good critical thinking skills can make good clinical decisions based on the clients condition and be able to delegate a task to the NAP. For a good patient outcome, an RN must know who he or she can delegate a task to. Knowing who to delegate a task can make the workflow much smoother. An NAP with very little experience might need constant supervision compare to an NAP who has worked in the facility for years and knows what can be delegated to him or her. Although an inexperienced NAP must need supervision, he or she must not be deprived of clinical experience and that once enough clinical experience, within his or her scope of practice, is achieved, he or she can be a big help to maintain good workflow. Giving the right direction and maintaining good communication with the NAP or other RNs is a big key in maintaining a good work relationship between the RN and the NAP. Communication is a two way process and that it must be proper and appropriate (ANA, 2009). The delegating RN must let the NAP know what he or she expects of them in doing a delegated task. Giving the NAP a clear and complete direction can make the job flow much smoother and manageable. The RN must also let the NAP know that if he or she has any question regarding the delegated task, that the RN will be readily available for him or her as a resource, guide, and support if she has any question (NCSBN, 2005, p.09). Having supervised the NAP by the delegating RN makes sure that the NAP is complying with the practice, policies, and procedures of the working institution and within the NAPs scope of practice. The RN can determine how often he or she can assign the NAP based on patient needs on the nursing unit and supervise the NAP based on the NAPs experience with the task. In supervising the NAP, the RN must make sure that the delegated task is completed on time so that other RNs on the unit may utilize the NAP if needed. If the delegated task is not completed on time, the RN must intervene so that in can meet the facilitys expectation and completed on time (NCSBN, 2005, p.10). Also, if there is an unexpected change in the patients condition while the NAP is performing his or her task, the RN must intervene to assess and check what could be causing the patients change in condition. Knowing who to delegate and what can be delegated can result in good patient outcomes. Delegation is a skill that requires critical thinking and experience. In order for the RN to delegate, he or she must know the five rights of delegation, their state nurse practice acts, and the working facilities policies and procedures on delegation (ANA, 2009). In turn, this helps assure the public and patients that good, safe, up-to-date knowledge on nursing procedures, policies, and standards keep the RNs and NAPs competent on what they do to provide care. In some of the patients and publics view, the RNs are the one taking care of them but some dont realize that without the NAPs, the RN would not be able to provide the needed time and care they need. RNs are highly encouraged to seek help or assistance if they have any questions regarding delegation. This can help the RNs obtain the information they need to provide safe and effective care for the patients and result in good patient outcomes. This also helps them build a good working relationship with the NAPs and that the NAPs are more willing to do the required task without having to ask them the next time. And thus, this frees the RN to tend to his or her more complex patient and in return, have good patient outcomes.

Four Sides of Shakespeares The Tempest :: Tempest essays

Four Sides of The Tempest 1 "They all enter the circle which Prospero had made, and there stand charm'd" In the First Folio edition of The Tempest, at the climax of the action, Shakespeare instructs that the magician Prospero inscribe a magic circle on the bare Elizabethan stage into which all the various characters of the action will be drawn: sage and fool, monarch and savage, clown and lover, young and old, cynic and innocent. It is as if Shakespeare, through Prospero, has assembled a representative sample of divided humanity, and brought them together deliberately to re-enact the oldest of rituals and the most insistent themes of history and of psychology The divisions among these characters resonate deeply, with many implications. They have been elaborated in generations of Western thought: together with Prospero, the spirit Ariel and the grotesque Caliban have been "read" through such critical lenses as Thomas Aquinas' division of human nature between spiritual and animal elements, or Darwin's evolutionary ladder, or Freud's superego and id,or through images of colonialism, or Jung's conflation of history with psychology, in which "our world is dissociated like a neurotic." In such a view, the reintegration of fractured family and society that takes place in this play is at the same time a reintegration of the divided and conflicted self into health and wholeness. In Georgia Shakespeare Festival' s The Tempest, the circle on the stage floor, the Shakespearean sign of wholeness, is the Jungian symbol of the "Quaternity of the Mandala,"a square-within-a-circle that was a symbol of the resolution of opposites and a sign of the transformation of both individual and collective consciousness, the full promise of human potential. Thus, when Prospero, having chosen the road of reconciliation over that of recrimination and rejection, draws the rapacious and rebellious Caliban into the magic circle, only to say of him "This thing of darkness I acknowledge mine," we seem for a moment to pass beyond the logic of power and punishment into a higher, more inclusive awareness. The magician who will shortly surrender his powers, sees and acknowledges the brutish side of himself, his own abjection, power-lust, possessive-ness, and scheming resentment.

The Effect of Temperature on Air Pressure :: science

The Effect of Temperature on Air Pressure DESCRIPTION: My project consists of a series experiments to determine the effect of air pressure in a given environment at various temperatures. The experiments I chose to conduct are: 1) Heat an ordinary pop can on a hot plate and then putting the can upside down in cold water to see the effect of a fast change in temperature. 2) Partially full milk jug with hot water, put the cap on tightly, and let it sit for one hour to see the effect of a slow change in temperature. 3) Setting a small piece of paper on fire and then putting it inside a plastic bottle. Before the flame goes out, a pealed hard-boiled egg will be placed over the opening. PROBLEM: The problem is to determine the effects of air pressure at different temperatures. Since we cannot see air, we will attempt to determine if air exerts a force? HYPOTHESIS: My hypothesis for: 1) the experiment with the pop can is that the can will crush because of a drastic change in temperature. 2) the experiment with the milk jug and the hot water is that the milk jug will remain the same. 3) the experiment with the egg and the bottle is that the egg will not be sucked in the bottle. PROCEDURE: For the first experiment the procedure is: 1) Heat an ordinary pop can on a hot plate. 2) After about fifteen minutes take the can off the hot plate and put it upside-down in a pan of cold water. 3) Record my observations on a piece of paper. 4) Write my conclusions in my science fair logbook. For the second experiment my procedure is: 1) Get an empty gallon milk jug at room temperature. 2) Heat to water to just before the boiling point on a hot plate. 3) Fill the milk jug about quarter of the way with hot water. 4) Put the lid on tightly 5) Wait one hour and record my observations and conclusions. For the third experiment my procedure is: 1) Get a medium sized bottle. 2) Peel a hard boiled egg. 3) Light a small piece of paper on fire and put it inside the bottle. 4) Before the flame goes out put the pealed egg over the opening of the bottle. 5) Record my observations on a piece of paper.

How Can the Different Ways of Knowing Help Us to Distinguish Between Something That Is True and Something That Is Believed to Be True

How can the different ways of knowing help us to distinguish between something that is true and something that is believed to be true? By using different ways of knowing, we can distinguish between something that is true and something that is believed to be true. In order to express these distinctions, personal experiences, their implications, and their counterclaims are needed to be stated. For something to be â€Å"true† it must be public, eternal, and independent. If the â€Å"truth† does not follow these guidelines then it can not be â€Å"true. The ways of knowing that something is â€Å"true† is comprehended by one’s own perception, language, reason and emotion. With these â€Å"ways of knowing† than the â€Å"truth† can, in theory, be understood. Perception is one of the most broad and vague ways of knowing. It is hard for someone and another to have the same â€Å"perception† of an object or event. Take example that Jimmy, a y oung yet intellectual boy who wears glasses, has just seen the biggest bully Bob assault the youngest and smallest kid in school Fred. Their teacher comes over and asks the three boys what happened. According to Bob, Fred fell and received the bruises that way; Fred says that he was attacked by Bob; and Jimmy states that, due to his glasses fogging up, that Bob had inflicted the pain to himself. This vagueness is why the judicial system takes so much time to resolve problems between one party and another. This has implication due our ability to not ever â€Å"know† the whole â€Å"truth†. The cause of not â€Å"knowing,† due to inability to not see â€Å"everything,† leads to the effect of problems between us and our kin based solely on our perception of the events that took place. According to the definition of â€Å"truth† is that it must be public, eternal and independent and thus begins the problems of â€Å"knowing† between Jimmy, Bob, and Fred. The fact that there was a fight and Jimmy watch is public and everyone â€Å"knows† thus the first part of â€Å"truth† is correct. Eternal works as well due to that point in time there was an incident between those three boys. Lastly it was independent from all outside sources, however the problem arises with what is â€Å"true† and who believes that their story is â€Å"true. Bob believes it was not his fault; Fred believes that he was attacked by Bob; and Jimmy believes that Fred did it all to himself. This causes the problem of who â€Å"knows† the â€Å"truth. † The teacher, being unbiased of course, has no real way of â€Å"knowing† who the culprit is based off what the children believe to be â€Å"true†. This has global implications as well for cultures perceive things differently than that of another culture. Take example the United States and Japan; the United States shakes each other hands when greeting someone politely were as in Japan they would bow to each other first. This could cause a massive global conflict if for example the United States offends the Japanese Councilor at the United Nations due to not bowing when greeting. As a counterclaim, someone could say that just using perception as a tool for â€Å"knowing† is simple not enough. Also perception just is not solely based off the ability of someone to see something but the usage of all five senses. The ability to use the five senses would be the correct way in order to learn the â€Å"true. There is no real way of â€Å"knowing† something solely off the assumption of our perception and there is no real â€Å"truth,† rather just a collection of â€Å"believed truths† that we choose to be the â€Å"truth. † Vladimir Lenin stated that â€Å"a lie told often enough become the truth. † We want to believe that we have found the â€Å"truth† and we will not stop look for that â€Å"truth. † Yet how can we communicate this â€Å"knowledge? † Thus we need the usage of language and its imprecations in â€Å"truth. † Language plays an important role in our lives. We created this tool to pass on the â€Å"knowledge† of others, empirical, and thru this we â€Å"learn. † With Vladimir Lenin’s previous quote can be applied to language as well. The winners of wars are the one’s that create the history. It happens to every culture and every civilization that every existed with the ability to record their history. This has global implications that can be recognized off the fact that if a war were to be started and ended than the victory most like would right about how â€Å"morally righteous† their country was and how their opposition, the losing country, was. Now as a counter argument to that claim would be that maybe the country was â€Å"telling the truth† but then we are right back to the beginning in where â€Å"how do we really know what we know? † Can that country account for every action that each one of its civilians, and, or army infantry did during the course of the war? Most likely neither county could. Therefore they can not â€Å"truly know† based off their beliefs or their â€Å"truths. † This in conjecture with perception is adequate but not 100 per cent sufficient in â€Å"knowing† something. We add a third way of knowing: reason. Reasoning skills are a hard thing to explain about it terms of how we â€Å"know† something. Some things can be taught and thus learned by reasoning: putting your hand down on a hot pan thus teaches us to not do it again because it hurts. However when it comes to reasoning skills with moral can be hard to comprehend. One person may see that killing a human is wrong, were as a military general may see the killing of a human a necessity. Bishop Beilby Porteus states that â€Å"one murder made a villain; millions a hero. † Is he telling the â€Å"truth? Do we glorify war? The implication of reasoning is of the greatest importance because it literally comes down to our inner instincts. In contrast how should we let our animalistic emotions control us or should we have a higher level of â€Å"knowledge? † Can any creature or object ever obtain such a thing? Do we or will we ever â€Å"know? † In my option, I believe not; then again what do I â€Å"know? † Emotion is the final piece to the puzzle of knowledge. With the raw passion with what emotion is cannot be simply summed up or described with words along. How can we describe what an emotion is between people? Take for example the emotion of â€Å"love. † One passionate couple may explain there definition of what â€Å"love† is, however if a restaurant owner was asked the same question he or she may say that their â€Å"love† is their restaurant. Hence this gives us the emotion of sympathy towards dictionary writers. Describing such a raw and passionate feeling is incredible. Globally how can one culture translate the emotion of â€Å"love† from one culture to another? Our love could not possibly be the same as someone in Russia or India. Is emotion something that we are born with, or grow into? We will never â€Å"know,† yet this is the final piece of ways of knowing and thus while using all four pieces of â€Å"knowledge† stills leaves us with the belief that we will never â€Å"truly know. † The difference between truth and believed truth can only be answered thru the ways of knowing. The problem is that there is more than one answer. By assuming that there is a finite answer undermines the whole idea of our â€Å"ways of knowing. † The age old question of the creation of life has been the greatest battle between science and religion. Who is to say that one side is â€Å"right† and one side is â€Å"wrong† when we ourselves do not even â€Å"know. † There is no â€Å"obtainable truth†, only the â€Å"truth† that we â€Å"believe to be true. † â€Å"Everything we hear is an opinion, not a fact. Everything we see is a perspective, not the truth. † -Marcus Aurelius How can the ways of knowing help us distinguish between what ‘is true' and what ‘is believed to be true'? â€Å"? i need examples from real life and how you can tell the difference between truth and the believed truth. Best Answer – Chosen by Voters It seems to me that what is true can also be what is believed to be true. Example: the world is not flat. To answer your question, though, look for scientific evidence. For example, some people believe that the earth is only a few thousand years old. Age dating techniques and the fossil record indicate an age of several billion years. 1) Truth is simply the statement of a fact. A fact is something real, whether an object or an occurrence. Consider the following: I say to you â€Å"I ran a marathon,† but you didn't see me run it. Thus the FACT – the ‘truth' – is that I did SAY it; you know that because you were right there. Whether I actually DID run the marathon or not is another question entirely. Did I lie? Did I exaggerate? You can't be sure. And then you go check the records and see that I was registered to run this marathon. You now know that it's true that I was registered, but you still don't know if I actually ran. You might also find witnesses that SAY they saw me running (catching on yet? lol); so you know it's true that those witnesses SAID that they saw me, because you watched them physically speak the words, but you didn't SEE them seeing me, so you still can't be sure I ran. You could, by now, BELIEVE that I ran, but you still don't KNOW it to be true. Now a time-stamped video that clearly shows me running, that might be about the only thing that could convince you that I truly did run†¦ although that could be doctored†¦ It all comes down to the level of evidence you're personally willing to trust. Do you trust a scientist's data? Do you trust a priest's truthfulness? (And don't get me started on God and faith lol) (And don't get me started on your textbooks, either) The difference between what ‘is true' and what is ‘believed to be true' in the Arts? This could be in painting, art, or english I have an essay to wrote about: â€Å"How can the ways of knowing (language, perception, reason, emotion) help us distinguish between what ‘is true' and what ‘is believed to be true'? † apply this question with examples in the Arts 1) I see art as a representation of reality or a mimic or mirror and the representaitons set at different levels, standards or views depending on who is presenting in whatever form. I see truth as having different levels as well. What we call something is indeed what we call it like a flower is red or whatever. Then there are all sorts of cause and effect relatinships that are indirect or direct cause and effect. One thing can be caused by many things acting together to cause it or a sequence of events and it can make it tough to find the true or the first or most significant root cause (to solve the problem). Mostly, one has to see something to its conclusion to find out what is true vs. what is false, what is consistant vs. hat is inconsistant. Sometimes what is believed is actually true and sometimes what is believed is actually false. Experience is such a great teacher! I guess these ideas can be represented in the arts in various ways in colors, masks, shadows, inconsistancies, demeanor, etc. Some of it left open to interpretation just as art imitates life. We all have the need to believe things we think are true and might also turn out to be true. It is wh at life is about mostly, faith. I don't know if I answered your question or not, but that is what I think so far. ) the difference between what ‘is true' and what is ‘believed to be true' in the arts is the same as that of what is true and what is believed to be true in any other field. you will apply the value ‘true' to that which you can empirically evidence (the type of oil the artist used in a particular painting or the economy of words of a certain novel) and you will apply ‘believed to be true' to that which may or may not be true (evidenced) depending on the individual involved (the feeling of melancholy the particular painting evokes). guess my feeling is that anything highly susceptible to subjectivity isn't really there to help us to distinguish but will serve greatly to enhance our experience of the thing (the objet d'art) itself. Source(s): i don't know a great deal about the philosophy of art nor about the art of philosophy but your question stru ck me as interesting. †¢ Read Karl Popper â€Å"take' on this. He correctly identified the â€Å"arts from â€Å"science†,and in doing so realised that all our knowledge ,in Both(! ), was really â€Å"Suspect†. Hence he became famous for the modern way-of-using and deciphering just how real(or knowledge based) â€Å"criticism† can enable all the mistakes-within Science and even the Arts-†¦. to †¦.. be†¦. learned†¦. from ! (and if you study his work,you should quite easily see that serious-and-dangerous mistakes SHOULD NOT BE MADE. So†¦ this is almost the sole â€Å"point† to our -all our-traditions. That we CAN learn from our mistakes(E. g. in the Arts as well as in the sciences), and even gain a glimmer of good,critical knowledge from those previously,dangerous and deadly ones,too. And†¦. after rereading the above†¦ i think its a virtual responsibility of the arts, to HELP IN THIS; and one obvious modern way is for artists everywhere to â€Å"look† at the current serious and dangerous mistake(s) being made with our environment- and this is just one ONE example that i can think of here;(and although works-of-art should,i think be direc ted to show awarness of this type-of-real-complex problem;i do NOT think that the Arts should promote the breaking-of-laws,ecetera. Rather,the Arts should â€Å"take-our-minds† to new places,to new and better ideas,especially so when in search-of better solutions to the above problem-and other critical problems,too! ). Source(s): The work of the late scholar,teacher and philosopher; Sir Karl. R. Popper, et al. Are Some Ways Of Knowing More Likely Than Others To Lead To Truth? In this essay I will discuss whether some ways of knowing are more like than others to lead to the truth. There is no single definition of the truth where every philosopher agrees with. What we can say is that the truth is ne of the most important elements in our society which extends from â€Å"honesty, good faith and sincerity in general to agreement with fact or reality in particular†. Instead of just concentrating on the four ways of knowing, language, perception, reason and emotion, I will also look at the areas of knowledge, such as sciences and mathematics to help finding which of the four ways of knowing is the most lik ely to lead to the truth. To answer the research question, we first have to look at the truth itself. In a dictionary is said that truth is â€Å"The degree to which a statement corresponds with reality and logic †. Every human being defines truth in a different way. Truth can be what one is prepared to accept as truth, as well as something which is proved by a study for being true or what for example the media, books, government and yourself name to be true. In the first area of knowledge I will discuss, the sciences, truth will always change during the time. A good example is Isaac Newton’s theory of mechanics and universal gravitation. In this time everyone believed his theory describing the universe as being â€Å"true† and there was no evidence for it being not the truth. Than after some centuries some scientist discovered things where Newton’s theory didn’t account for. Therefore his theory was than called â€Å"untrue† and Albert Einstein’s evidence which fitted more into these discoveries was named as being true. This is evidence therefore, that science is a process, the truth will always change in time, but in this particular time period the truth cannot be named as â€Å"untrue† because it cannot be disproved by knowledge or technology. On the other hand in mathematics, one has these principles like â€Å"1 + 1 = 2† or â€Å"2 + 2 = 4†. People do not†¦ ‘ All Of The Other Ways Of Knowing Are Controlled By Language. What Does This Statement Mean And Do You Think It Is A Fair Representation Of The Relationship Between Perception, Emotion, Reason And Language? Language is such a universal phenomenon in human society. Whenever we write or speak, we use it; whenever we make a promise or ask a question, we use it. In the statement ?  §All of the other ways of knowing are controlled by language , language is defined as ?  §words and this ?  §control can be defined as ?  §dominate. Then this saying seems not so fair to represent the relationship between the four ways of knowing. It is more sensible to say language gives some support or limit to our reason? Aperception and emotion. It may influence them, but not only one way ? V the four ways of knowing interact with each other. The function of language is particularly relevant in reason. We should believe our application of reason is within our mind before we express it into words. Most natural science is called logic facts and we often use the name of theories to represent our reason instead of explaining the essence in details. For example, if your hand pushes against the edge of a desk, the desk pushes against your hand. Probably we will tell others this phenomenon is because ?  §Newton?  ¦s third law of motion but won?  ¦t explain the content of this theory word by word. In this case, language has no meaning itself, but it is more like a symbol to represent reason. Another example is ?  §Chaos Theory. Ten years ago, Chaos is just a simple English word, but as Chaos theory become part of modern science, people easily associate the idea of finding the order in random data? when they see the word ?  §Chaos. However, reason requires precision. Scientists use scientific language to give strict definition of a theory before they name it. Newton?  ¦s third law of motion states: ?  §Whenever one object exerts a force on a second object, the second exerts an equal and opposite force on the first. (Isaac Newton 1687) People must have the sense of reaction before this theory is built, but it needs a m edium to become verbalized and communicated in order to evaluate its validity†¦. Best Answer – Chosen by Voters The â€Å"how† of something that is believed true is called â€Å"justified true belief. † (Google it) On the other hand, another way of knowing â€Å"how† something is true or not is called the â€Å"correspondence theory of truth,† wherein everything is true or false according to the context in which you are using the word, phrase, or premise. The correspondence theory can be described this way: â€Å"The degree to which our metaphysical worldview is correct is the degree to which we are able to comprehend the world, and act accordingly. Without this firm foundation, all knowledge becomes suspect. Any flaw in our view of reality will make it more difficult to live. † http://www. importanceofphilosophy. com/Me†¦ http://www. iep. utm. edu/truth/#H3 How Can The Different Ways Of Knowing Help Us To Distinguish Between Something That Is True And Something That Is Believed To Be True? 4. How can the different ways of knowing help us to distinguish between something that is true and something that is believed to be true? â€Å"We create knowledge ourselves, through the four ways of knowing;† (Dombrowski, 91-92) sense perception, language, reasoning and emotion. These ways of knowing are also the means by which knowledge claims are judged for their credibility, validity and most importantly, their likelihood to be true. When a knowledge claim is made, three scenarios are presented with the least problematic being that the claim is false based on the four ways of knowing coupled with past experiences. A claim is not said to be true just because it is false. The aim of this essay will be to illuminate how certainty, confidence and the convincing nature of claims distinguish between claims believed to be true and claims that are known to be true. True† and â€Å"false†, in simplicity, can be viewed as divisors for separating knowledge claims or beliefs but in reality, we view â€Å"true† and â€Å"false† as the extreme boundaries of a scale that determines with reason whether or not claims should be accepted as true or not. In history, where we make value claims, â€Å"Claims that embed evaluations on a scale that is not calibrated in measurable units† (Dombrowski, 106), there seems to be a lot of subjectivity as these claims themselves are subjective. They hold some truth because they are actually made from observational claims. In the story of Nazi Anschluss with Austria, where a plebiscite was held to ask whether Austria wanted to become a part of Nazi Germany and the Nazi’s â€Å"claim to have received 99. 73% of the vote† (â€Å"Anschluss†), two value claims that could come out will be that the Austrians loved Nazis and wanted to be a part of it or that the Austrians feared Nazi Germany and did not have any other option than to be part of Nazis. These two opinions show the subjective nature of such areas but these statements cannot be taken as false. The fact that there is†¦ 1. No comments Join Now For Free

Banana candle wax Essay

Abstract The researcher conducts this study due to economic crisis nowadays. Its aim is to create a product of floor wax which is cheaper and could give the same quality which the commercial one could give. In this modern age, floor polishes were made from synthetic materials. We decided to put back the floor polish of the old days that was made from natural materials. We choose banana peelings as component of the polish. But first, we must find out if the product was an effective as commercial polish and if it can be used for different surfaces so the researcher conducted an experiment. We scraped the inner portion of banana peelings and boiled for four hours, extracted the and blended to obtain a smooth gel. We therefore concluded that the Floor Polish Made from Banana peelings was effective as commercial polishes. The product did not contain harmful chemicals so it was environmental friendly, safer and cheaper. This step was made by the researcher to make a floor wax out of banana peel: first, we mix 2 candle wax then it was melted in a low fire. While still hot, add 1 teaspoon of oil. After mixing, add the banana peels, Stir it and leave it after 3min.then strain and pour in a container. Introduction and its background As of now, our country is facing a great crisis in economy. The researcher found out that in school, they required using of floor wax (commercial) to prevent the floor shiny. Even in the houses, floor wax is being use. So, the researcher decided to make a floor wax which is very affordable and can give an equal quality as the commercial can. Statement of the problem a)Can banana be an alternative source in making a floor wax? Formulation of the Hypothesis a) Banana can’t be an alternative source in making a floor wax. b)Banana can be an alternative source in making a floor wax. Significant of the study This study can give benefits to the people especially to the poor once, to have a good business and also to save money for their other needs. Especially in schools, it will give a benefit to the students as well as their parents to save money. It is also easy and enjoyable to do. Scope and limitation This study is only limited for the investigation of banana (Musa paradisiaca) used as alternative source for floor wax making. The researcher chose this study for further investigation if the banana can be an effective source for floor wax. 8.) Definition of terms a) Banana – a tropical fruit b) Floor wax – a substance used for shining floors. 9. Related Studies BANANA is the common name for a fruit and also the herbaceous plants of the genus Musa which produce the commonly eaten fruit. They are native to the tropical region of Southeast Asia and Australia. Today, they are cultivated throughout the tropics. Banana plants are of the family Musaceae. They are cultivated primarily for their fruit, and to a lesser extent for the production of fibre and as ornamental plants. As the bananas are mainly tall, upright, and fairly sturdy, they are often mistaken for trees, when the truth is the main or upright stem is called a pseudostem, literally meaning â€Å"fake stem†, which for some species can obtain a height of up to 2–8 m, with leaves of up to 3.5 m in length. Each pseudostem would produce a bunch of yellow, green, or even red bananas before dying and being replaced by another pseudostem. Banana leaves are widely used as plates and for lining cooking pits and for wrapping food for cooking or storage. A section of leaf often serves as an eye-shade. In Latin America, it is a common practice during rains to hold a banana leaf by the petiole, upside-down, over one’s back as an â€Å"umbrella† or â€Å"raincoat†. The leaves of the ‘Fehi’  banana are used for thatching, packing, and cigarette wrappers. 10.) Materials †¢Banana peelings †¢Wax Crystals †¢Technical Dye (if desire) †¢ Container †¢Kerosene 11.) Procedure 1.)candle wax. 2.) Melt the materials in a low fire. 3.) While still hot add technical dye (desired color). Stir the mixture. 4.) Add small amount of oil. 5.) Add the Banana peel. 6.) Pour in a desired mold or container and allow it to harden. 12.) Presentation of data analysis & interpretation 13.) Results As the researcher conduct this study, the researcher found out the following: SUBJECT # BANANA FLOOR WAX COMMERCIAL 1 Shine more shine 2 more shine shine 3 Shine more shine Based on the ff. data, the researcher made a better study related to this project and found out that banana floor wax could give also almost the same quality which the commercial one could give. 14.) Summary Floor waxing is essential to maintain the shiny gloss of wooden floors. However, if you find buying ready-made floor wax prohibitively expensive, it’s possible to mix candle wax and oil with banana peels to create a substance suitable for use polishing your wooden floors. This home-made floor wax will give a comparable shine and smoothness to that of commercial  products, and the oil counteracts the banana peels stickiness to ensure the finished sheen isn’t tacky. 15.) Conclusions Therefore we conclude that the banana Floor wax is attractive, effective and easy to do. The researcher therefore concluded that banana floor wax could be used as an alternative source of commercial one. 16.) Recommendation The researcher would highly recommend that we could use banana floor wax instead of busy commercial floor wax in the market because it’s cheaper and fits in our budget.