Category: Business Management

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Kerry Kodatt Dallas TX has more than 10 years of international business experience and has completed prestigious projects and assignments on five continents. He is a relationship-centric leader who has successfully worked in developing regional, national and international teams to increase revenues, profits and stakeholder value. Kerry Kodatt Dallas TX has had a very successful career full of many distinguished accomplishments and managing to increase sales by as much as 400% and up to $500 Million while working with GTECH Corporation, FL has been one of the highlights of his career. He launched 22 new business entities and 26 multi-functional organizations globally. Kerry Kodatt Dallas TX has received numerous awards for his excellent performance and achievement in his career. He received national recognition as one of the Most Prominent Business leaders on a number of occasions.

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About The Author: Kenneth Stone is a technical writer, researcher who has a passion of writing and research. He mainly spends his time to informative websites like Wikipedia and Squidoo. Nowadays, He’s writing about finance articles which are his core interest.

When it comes to management training, there are several key aspects that need to be addressed to become a competent and efficient manager. These revolve around key factors such as communication, understanding, empathy and time management. Here are some top tips for effective management training at all levels.

Effective communication is the key to getting your message across to your staff. If you are finding that employees are not carrying out tasks correctly, you should ascertain whether or not you are communicating your requirements correctly. Each person understands and learns in a different way, therefore management training will teach a manager various ways to communicate using written, verbal and demonstrative techniques.

A large part of resolving communication problems comes from listening to the needs and questions of your staff. The skills needed to understand perceived obstacles or general problems will be taught through a management training programme. Methods such as appraisals, team meetings and even feedback forms are useful ways to enhance an understanding of staff issues.

When issues are raised, or an employee comes to a manger with personal problems, it is essential that an effective manger can empathise with the situation at hand and see the situation from the other person’s point of view. Empathy comes from understanding and communication combined. Management training will focus on techniques to think outside the box and put yourself in the other persons shoes. A manager that can express empathy will be more approachable, and become a person that a member of staff will respect and turn to when problems arise.

As well as understanding the needs of staff, a manager needs to make sure that a company or business runs efficiently, productively and above all, profitably. Time management techniques will ensure that the right amount of time is spent on looking after the company as well as the staff. By using a schedule to arrange appointments, meetings and appraisals, a manager will be able to take charge of all aspects of the business. Management training will highlight areas that need monitoring and show how and what to prioritise.

Ultimately, management training offers a holistic approach to management. There is no one skill that can improve management performance; instead it is a mixture of skills that often overlap. Once a manager has taken steps to improve the key issues, it is possible to develop on a personal level and use the skills learned to fit specific situations that arise in the day to day business environment.

From a manufacturers point of view, to identify the strategic role of the operations function is vital in the business success. This is also true in the car audio industry. Before judging or evaluating the contribution of operation of a car audio manufacturer, it is important to know the role of the operation function in the first place. In other words, to understand the exact parts that it plays in the company. In the car audio company of car stereo, car radio and auto radio, the operational managers will fail to identify whether the operations in progress are really building a long-term success of the business, if the role of operations functions is not fully understood and appreciated in the company.

Before going for the role of the subject, a car audio supplier must figure out the core value, the mission and vision of the company at the first stage, as the role is based on this core information of the company of car stereo, car radio and auto radio. Then the next step is to understand the underlying rationale of the operations function in the company, which is more than just the tasks or responsibilities. The operational managers can treat it as simple as the reasons that the operations function exists.

With the very reason why the operations function continuously exists in the company of car stereo, car radio and auto radio, an operational manger can understand the major three roles, which are the implementing, supporting and driving of the business strategy.

1. Implementing the business strategy.

Implementing the business strategy is the first role. For most manufactures like the Car Audio Group, it is common to have some kind of strategies to win its business success. These strategies are put into practice by operations within the company. A business strategy is invisible; people can only experience how it works in the real practice. For example, if a supplier of car audio, car stereo, car radio and auto radio launch a sales campaign targeted in the new car owner market in the hope of increasing market share in this special sector, suitable marketing operations is supposed to be planned to attract new car owners. Discount prices and promotional activities may be arranged throughout the campaign. In terms of customer service operation, the company may build a new customer service team to improve the satisfaction of the customers. Most importantly in the product development operation, the new function may need to be built on the products of car stereo, car radio and auto radio. The value of the role of implement of business strategy is very significant for the company, because business will not be successful without a capable operations function even though the business strategy is carefully planned.

2. Supporting the business strategy.

A second role is to support the companys strategy. In this role, it must integrate and develop resources to facilitate all activities to let the organization achieve strategic goals and objectives. Take a car audio manufacturer of car stereo, car radio and auto radio for example, if the manufacturer is trying to be the leader in the market for an available new product innovation, its operations function must be capable of dealing with changes and unexpected difficulties that the new innovation will bring. It must have new process or production line to support the production of new designs. It must also have comprehensive training courses for the staff to keep updated with the new functions and put the changes of operations in practice. A strong relationship with its suppliers is supposed to be built, for the quick response on novel materials sourcing. The operations function is also supposed to adopt a different practice and objectives if the car audio manufacture decided to change its strategy.

3. Driving the business strategy.

Driving the business strategy is a third role, to develop long-term competitive advantages for the company. Any bad practice such as low-quality product, broken promises, unsatisfactory services and limited choice of model numbers will ruin the business strategy, let alone the long-term business success. On the contrary, if the manufacturer of car audio, car stereo, car radio and auto radio can provide continuous good products, fast delivery, satisfactory customer services, it will drive successful business strategy, and finally contributes to successful business success and positive company image. All these short-term and long-term success will not to be built with good operations function. An operations function of a car audio manufacturer that is offering both short-term and long-term advantages is driving the business strategy to meet business goals and objectives. Moreover, if the operations function of a manufacturer is able to cope with uncertain challenges of market of car audio, car stereo, car radio and auto radio in the future, it will certainly bring future success for the company.

BACKGROUND STUDIES /PROBLEM STATEMENT:

Recent maintenance practices in hospital (health care equipments and services) and use of computerized maintenance management system (CMMs) based hospital information maintenance management system (HIMMs) provide good practices during evaluating performance and effectiveness of equipments. But unfortunately, CMMs and maintenance activities i.e. Breakdown maintenance (BDM), planned preventive maintenance (PPM), productivity is not solve problems at all. Several reasons are: 1. CMMs not solve problems of repetitive failures, BDM , PPM for long term 2. CMMs also not predict life cycle and durability of equipments for long period For this reason, need of such system that can predict and resolve problems at all.

This research project is aimed to provide two ways to solve problems by using theoretically mathematical equations from literature review and modify equations for particular for repetitive failure, BDM, PPM and equipment productivity. Second way CMMs software is to design which is completely reliable; predictable critical factors for not only now, but also long term purpose. The results in terms of system assist facility managers or clinical engineers (biomedical engineers). Sustain life of equipments, easy to replacement and repaired etc.

OBJECTIVES OF RESEARCH PROJECT:

The objectives of the project are: 1) To evaluate maintenance management system in hospital (health care equipments and services) 2) To modify mathematical equations for measuring maintenance activities of ultrasound equipment and CT scan equipment

METHODOLOGY: Data Collection Strategy: Data collection strategy is obtained from visited and observation biomedical engineering department. Select two imaging equipments -ultrasound machine’ & -computed tomography machine’ from various hospitals like Hospital Serdang, Hospital Putrajaya etc., to collect equipments inventory data. Data collection strategy is focus equipment assets history. It includes planned preventive maintenance (PPM), Breakdown maintenance (BDM), Schedule work, work orders (w.o), action taken, vendor services, parts management, utilities, and reports. Data collection is need because: a) Calculate repetitive failures, BDM and PPM b) Measure Productivity and Equipment effectiveness c) Life and use of equipments for long term purpose Analysis of Data Collection: Analysis of the data depends upon asset history of particular equipments. Identify repetitive breakdowns, planned preventive and productivity performance in both medical equipments. The strategy for analyze data is to specified no. of failures, no. of breakdowns and no. of planned preventive for last three years. Analysis of data collection is required because: a) Interpret particular problems b) Apply modify equations to solve problems Mathematical Analysis In general, previous studies on maintenance management system provided mathematical formulas and equations not at all overcome problems of equipments. In medical equipments i.e. reliability equations and availability equations are not enough to measure maintenance performance of ultrasound and CT scan. Predicted Breakdowns

In this project, provide specific and modify equations which is use to solve medical equipments maintenenace problems. (Stephen, 2004) This equations are modified on the basis of productivity and reliability maintenance management.. Stephen defined equations: Breakdown (Excepted)= S (No. of Failures) * Frequency of Failure / Total No. of Failures, But modify equation will be: Breakdowns (predictable) = (a1+a2+a3—-an) * () / Tf Therefore a is no. of repetitive failures, an is nth term of failure which is expecting failure with time, is frequency of failure occurring in duration week, months, Tf is total no. of failures per years. Conclusion In the end, evaluating MMS in hospital is prime consideration for clinical engineers. This modify equations of equipments will improve maintenance practices overall and overcome failures, breakdowns. Successful in implementing and applying mathematical equations will definitely increases productivity and overall equipment effectiveness. Nonetheless, due to the necessity to ensure maintenance management system, figure 4.9 data analyzed and interpreted from maintenance part of the asset of equipments contains several factors that serve as the determinants to the success of maintenance practice for health care sectors. By using mathematical approaches and data analysis from maintenance part of the asset of equipments contains several factors that serve as the determinants to the success of effectiveness of equipment and best maintenance practice in health care industries.

RESULTS: 1. From above calculation, the result shows that repetitive failures, BDM, PPM always key parts and critical factors in maintenance practices.

2. Breakdowns maintenance in ultrasound much more and predictable during last three year so it would be a greater expensive alternatives if equipments not replaced on time. 3. CT scan has low rate of breakdowns maintenance during last three years so it would be predicted that less equipment expensive alternative so no need to replace equipment.

4. Medical Equipment’s productivity factor in ultrasound is 36 % in last three years due to more and more Break downs maintenance and Planned preventive maintenance occurred which is not good for productivity, life of equipment. Step should be taken in early stage of breakdowns. 5. Productivity factor in CT scan is 38 % previous three years, because of less BDM but more PPM. 6. Overall equipment effectiveness of Ultrasound is 38.90, it means equipment is in poor condition and unlimited break downs, more failures occurred. Require proper testing, calibrations, changeovers parts, adjustments. It will contribute to increase in effectiveness in rarely manner. 7. OEE of CT scan is 72 %, it is mean that equipment is in good condition because of breakdowns and failures are limited. In occasionally testing and commissioning, inspection is requiring. It will mostly increase effectiveness in rapid manner.

8. It will increase productivity & It will maintain overall equipment effectiveness.

9. Lastly, it will assist clinical engineers to make decision on need basis of particular equipment or replacement.

REFERENCES:

Albert H.C Tsang (2002). -Strategic dimension of maintenance management-, Journal of Quality in maintenance Engineering, Vol. 8, No. 1, pp. 127-139. A.C., Marquez, Jatinder N.D.G. (2006). -Contemporary maintenance management: process, frame work and supporting pillars-, the international Journal of Management Science, No. 34, pp.313-326. Atkin, B. and Brooks, A. (2009). -Total Facilities Management-, 3rd edition, Wiley-Blackwell, Oxford and New York, pp. 328.

Acevedo, Francisco (2005), -Design of CMMS for the Chilean Naval Hospital BME Department-, Engineering in Medicine and Biology 27th Annual Conference IEEE, shanghai, China pp. 1-4

B.S. Dhillion, Y.Liu (2006),-Human error in maintenance review-, Journal of Quality in Maintenance Engineering Vol.12, No.1, pp.21-36.

Bronizo, Joseph D. (2006). -The Biomedical Engineering Handbook, Third Edition-.

Corder, A.S (1976), -Maintenance Management Techniques-, McGraw-Hill UK, England.

Duffa, S.O., A.Rauof, Campbell, J.D (1999), Library of Congress Cataloging-in- Publication, Volume 20, pp 30-44.

J.J. Smit , J.A van Weelderen, .(1995), – Maintenance Diagnosis of HV installations using an expert support system-, Proceeding 9th ISH, International Symposium on H.V. Engineering, Graz, Austria, pp. 45-56.

Levitt, J. (1997), -The Handbook of Maintenance Management-, Industrial Press Inc, New York, NY.

Niebel, B. W. (1993). -Engineering Maintenance- Ninth Edition. United States of America: Irwin. pp. 335-462.

Mark C.,Eti,S.O.T Ogaji, S.D. Probert (2006). -Strategies Maintenance Management in Nigerian Industries-, Journal of Applied Energy, No. 83, pp. 211-227.

Marvin Raushad, (1998), -Reliability Centered Maintenance-, Reliability Engineering and System Safety, vol. 60, pp.121-132.

Swanson, L., (1997), -An empirical study of the relationship between production technology and maintenance Management-, International Journal of production economics No. 53, pp. 191-207.

Shamsuddin, A., Masjuki, H., Zahiri, (2004), -State of Implementation of TPM in SMIs: a survey study in Malaysia-, Journal of Quality in Maintenance Engineering, vo1 10 No.2, pp. 93-106.

Sherwin, D. (2000), -A review of overall models for maintenance management, Journal of Quality in Maintenance Engineering-, Vol.6 No.3, pp. 138-164.

Stephen, M.P (2004), -Productivity and Reliability- Based Maintenance Management-, Pearson Education Inc., New Jersey, New York, pp.276.

Ted Cohen, (2003) -Computerized Maintenance Management Systems for Clinical Engineering-, Second Edition, AAMI MIR no. 3, pp. 7-10.

Vukan Polimac, Jelica Polimac, (2001) -Assessment of Present Maintenance Practices and Future Trends-, Transmission and Distribution Conference and Exposition, pp.891-894.

Valma J Robertson, Kerry Gbaker (2001), -A review of Therapeutic Ultrasound: Effectiveness Studies-, Volume 81, No. 7.pp. 12-20

Yusof, M, Bakri Rugayah, Musa Zaharah (2006), -Electrical Impedance Tomography-. Health Technology Assessment section, Medical Development section, Ministry of Health, Malaysia, Technology report, pp. 1-6.

Wilhelm Burger and Mark J. Burger (2007), -Digital Image Processing: An Algorithmic Approach Using Java-, Spinger, Volume 30 No 1, pp. 10-18.

Wireman,T.,(1991), -Total Productive Maintenance- , an America Approach, Industrial Press, NewYork. PP. 16-21.

How to Dance at a Rave

Dance at a Rave When you go dancing at a rave, you have to learn how to blend in and look cool. The nice thing about rave dancing is you don’t have to be particularly skilled to fit in; you just have to know a few moves and know how to copy others. In no time flat, you can dance at a rave. Other People Are Reading How to Rent a Dance Floor for a Rave How to Rave Dance

Print this article Instructions 1 Let the music be your guide. There are so many other things going on at a rave that probably no one will notice if your dance skills are lacking. So focus on the music and do what feels right. Bob your head when you want to bob, jump up and down when you feel like jumping. Chances are others will try to copy you.

2 Perfect the stomp. The stomp is a simple movement that requires you to stomp your feet from side to side along with the music. You can do this for quite a while and no one will catch on that you don’t know any other dance moves.

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3 Pick some apples. The next most used rave dance move is the apple picking move. Pick your arms up in the air and move them up and down in conjunction with your feet. Wave your head around and scream every so often so they know that you’re into the music.

4 Go wobbly. Whenever you try to dance rave, loosen up your movements and try to appear relaxed and calm. Tight moves just look awkward and rehearsed.

5 Watch the crowd. When all else fails, look at what others are doing and mimic their movements. You can’t go wrong by dancing like the rest of the group does. legal stimulants