Академический Документы
Профессиональный Документы
Культура Документы
Third Edition
2
Estudiantes de la Facultad de Ingeniería
Este proyecto nació a principios del año 2008 con el afán de lograr que
todo estudiante egresado de la Facultad de Ingeniería tenga
conocimiento de Inglés Técnico para poder aplicarlo tanto en sus
estudios como en su desempeño profesional.
3
Students of Engineering School
This project started the first semester 2008 with the eagerness to obtain
that all withdrawn students of the Faculty of Engineering have
knowledge of Technical English, becoming it a necessity that the
students apply this knowledge in their studies as in their professional
performance.
DEAN
Awareness / Acknowledgment
The second edition of the Technical English Booklet was collected as a guide to fulfill the
objectives proposed in the restructuring of the curriculum of the course. The new
curriculum was developed during the years of 2007 and 2008, with the guidance of the
Coordinator of the Area and the help of the assistants. Each of the assistants has a
different specialization in the field of engineering, so it helped to work in a
multidisciplinary environment.
After the first edition was finished, it was reviewed and authorized by the
Board of Directors of the Engineering School, now according to the needs
and skills required in this globalized world the topics have changed a little
bit but the essence of the program continues.
It has been interesting to look at the real applications this new curriculum
can lead. It wakes up the creativity, reasoning, and awareness of
development in different areas of engineering. It is done through problem
solving proposed in classes and developed in their field of work, enhancing
engineering techniques.
Oral Presentations
Oral presentations are a richer medium than written documents. They
allow you to establish stronger contact with the audience and better convince
them of your viewpoint through verbal and nonverbal delivery, as well as the
ensuing interaction. Oral presentations have a price, however, in terms of the
audience's time. If you give a poor 15-minute presentation to an audience of 200
people, you have wasted the equivalent of 50 hours of work — more than a week
of someone's work time. Preparing effective oral presentations, like writing
effective scientific papers, takes time, but it is time well invested.
Still, many oral presentations are ripe for improvement. Think of the last
large conference you attended. With typically three to four talks an hour, eight
hours a day over several days, such conferences can expose you to dozens of
presentations. What fraction of these delivered a message that was useful to you
(that is, how many of them did more than simply provide a great deal of
complicated information)? What fraction of the presentations did you find
fascinating (that is, how many got your undivided attention from the speaker's
first word to his or her last)? An effective oral presentation gets you to pay
attention, to understand, and to think or do things differently as a result of it.
This unit will help you prepare and deliver more effective oral presentations
in English. It will help you select and organize a presentation's content, create
slides (if appropriate), deliver the presentation, and answer audience questions.
Preparation
First of all,
Think about what you want to achieve; Inform? Inspire? Convince your
audience?
Think about your audience: do they know the topic? Do they have a
particular interest in the topic?
Research your topic and organize the content and material.
Prepare your visual aids
Rehearse your presentation taking care of the time.
Body
Present your main points one by one in logical order.
Pause at the end of each point (give people time to take notes, or time to
think about what you are saying).
Make it absolutely clear when you move to another point. For example:
―The next point is that ...‖
―OK, now I am going to talk about ...‖
―Right. Now I'd like to explain ...‖
―Of course, we must not forget that ...‖
―However, it's important to realize that...‖
Use clear examples to illustrate your points.
Use visual aids to make your presentation more interesting.
Conclusion
It is very important to leave your audience with a clear summary of
everything you have covered. It is also important not to let the talk just fizzle out.
Make it obvious that you have reached the end of the presentation.
Summarize the main points again, using phrases like:
―To sum up...‖
―So, in conclusion...‖
―OK, to recap the main points…‖
Restate the purpose of your talk, and say that you have achieved your aim:
―I think you can now see that...‖
―My intention was ..., and it should now be clear that ...‖
Thank the audience, and invite
questions:
―Thank you. Are there any
questions?‖
Overheads
Overheads are the easiest and most reliable form of visual aids. You can
use them as a prompt for your talk, so that you may not need cards. [But don't
read word-for-word from your overheads!]
Use bold typeface, and a minimum of size 16
font [Check that your overheads are readable by
placing them beside you on the floor and looking down
at them. Can you read them?]
Use no more than seven or eight main points on
an overhead [Overheads that have too many words on
them are no use at all]
Give your audience time to take notes from your
overhead
Make sure your audience can see the overhead screen [Where are you
standing? Is it directly in front of the screen?]
Using color, pictures and graphs can make your overheads more
interesting [But don't overcrowd your overheads with too much detail]
Presentations
You can use software to produce very
professional overheads, or to make a computer-
based presentation. Remember that presentations
may look great, but if the technology goes wrong you
may be very embarrassed. It's a good idea to print
out a handout, or have some overheads as a backup
just in case.
Accomplished public speakers feel nervous before and even during a talk.
The skill comes in not communicating your nervousness, and in not letting it take
over from the presentation. Over time, you will feel less nervous, and well able to
control your nervousness.
Activity
A. Identify which points of ―Delivering your presentation ‖ belong to
Language skills:
Voice:
Body language:
Audience interaction:
B. Introduce yourself with a partner; indicate your name, engineering field,
interests, and other important issues about yourself.
Projects
WHAT IS A PROJECT?
A project is a proposal prepared for yourself, for someone else, for a whole
community or even for a country. It involves making plans for the future and
describing them to others or to the community as a whole. At the start there is
nothing certain about a project except perhaps the desire or determination to
undertake it. Thus it is the attempt to define this which has led us to make the
various suggestions in this publication.
The work done during this first phase should give precise information
about local needs, customs and traditions, and on the political, social, cultural
and economic context. This information is essential and needs to be
systematically studied throughout the period of identification and planning.
NOTE : The initiators of the project should not forget that it may need also to
interest a funding organization. It is advisable therefore to try to relate as far as
possible the interests of the people with the criteria of the organizations from
which funding is sought.
In the previous part, we have seen that to identify a project is not enough
simply to have a good idea. It is vital that the idea corresponds realistically to the
needs of the local population. Once this
is clear, it must be certain that the
project fits into the social, economic,
cultural and political context and has a
good chance of being carried through (in
terms of finance, organization,
manpower and availability of equipment
and materials). When this task has been
completed, the project organizer will
than try to link the information obtained
with the original idea of the project. This may mean reformulating his or her ideas
before defining the project strategy. After this comes the process of preparing and
working out the project document.
The conception and preparation of a project document that will be
submitted to a national or international funding organization should follow
certain guidelines without which it would have no hope of being considered. The
initiator of the project should realize that this document is his first real
introduction to the potential founders and forms the basis on which future
agreements will be made.
Care must be taken with the presentation and content of the document it
must respond to whatever questions the funding organization might ask before
deciding whether to accept the project or not. It is also particularly important that
the document is drawn up in a precise fashion, presenting clearly and concisely
in a logical order the details of the project and its proposed development.
General Introduction
Context and justification
Population targeted
Institutional framework
Methods and strategies
Development objective / overall aim
Immediate objective/s
Proposed strategy
Products
Activities planned
Work plan
Available resources; Aid requested; Budget
Available resources
Aid requested
Budget
Follow up, Report; Evaluation
Follow up
Report
Evaluation
SECTIONS
Composition of the Title Page
The following should be featured clearly on this page :
Title of the project
Project number (if you have submitted more than one project)
Field of activity
Location (city, region, country)
Tentative starting date and duration
Name(s) of organization(s)/group(s)/people carrying out the project
Name(s) of the funding organization(s) (if applicable)
Name(s) of the organizations associated with the project (if applicable)
An estimate of the total budget
Total amount of funding sought (indicate the currency)
Name of the organization submitting the project (or the name and title of
the person authorized to do so)
Date of submission.
EXAMPLE 1:
A context presented by a CCIVS member organization for a project in
Bangladesh.
EXAMPLE 2:
Introduction used on Starting a Pilot Agricultural Centre for youth in
Zaire Project
EXAMPLE 3:
The context of the previous project.
Target community
Most projects are for the benefit of a certain defined population. A project
planner should therefore try concisely to determine who would benefit from the
project. This means taking into account certain criteria such as the composition
of the target community and its origin; the geographical area targeted; their main
activity (e.g. farming), age distribution and educational level.
EXAMPLE 4:
A target population in a CCIVS project in Bolivia.
EXAMPLE 5:
Framework presented for Zaire project.
ACTIVITY
C. Answer the questions
What section could contain the following?:
Nkondo Malembe is a village which is a part of the Luima community in the
Songololo zone, the former training and production centre of JMPR (the youth
movement of the ruling party). It is a relatively hot region with clay soil.
Rainfall varies from 1200 to 1700 ml per year. It has two seasons: dry and
rainy.
Where is the project proposed to be held?:
http://ccivs.org/New-SiteCCSVI/CcivsOther/Documents/Howtopresentaprojectfull.pdf
http://www.canberra.edu.au/studyskills/learning/oral
http://www.nature.com/scitable/ebooks/english-communication-for-scientists-
14053993/giving-oral-presentations-14239332
Business Administration
In business, administration consists of the performance or management of
business operations and thus the making or implementing of major decisions.
Administration can be defined as the universal process of organizing people and
resources efficiently so as to direct activities toward common goals and objectives.
ADMINISTRATIVE FUNCTIONS
Administrators, broadly speaking,
engage in a common set of functions to
meet the organization's goals. These
"functions" of the administrator were
described by Henri Fayol.
ACTIVITY
A. According to the managerial skills for a good administrator, write an ideal
manager profile.
Leadership
The word leadership can refer to:
1. Those entities that perform one
or more acts of leading.
2. The ability to affect
human behavior so as to
accomplish a mission.
3. Influencing a group of people to
move towards its goal setting or goal
achievement.
The autocratic leader (Lewin, Lippitt, & White, 1939) is given the power to
make decisions alone, having total authority. This leadership style is good for
employees that need close supervision to perform certain tasks. Creative
employees and team players resent this type of leadership, since they are unable
to enhance processes or decision making, resulting in job dissatisfaction.
The democratic leader (Lewin, Lippitt, & White, 1939) listens to the team's
ideas and studies them, but will make the final decision. Team players contribute
to the final decision thus increasing employee satisfaction and ownership, feeling
their input was considered when the final decision was taken. When changes
arises, this type of leadership helps the team assimilate the changes better and
more rapidly than other styles, knowing they were consulted and contributed to
the decision making process, minimizing resistance and intolerance. A
shortcoming of this leadership style is that it has difficulty when decisions are
needed in a short period of time or at the moment.
The laissez-faire ("let do") leader (Lewin, Lippitt, & White, 1939) gives no
continuous feedback or supervision because the employees are highly
experienced and need little supervision to obtain the expected outcome. On the
other hand, this type of style is also associated with leaders that don‘t lead at all,
failing in supervising team members, resulting in lack of control and higher costs,
bad service or failure to meet deadlines.
The environment leader ( Carmazzi, 2005) is the one who nurtures group
or organizational environment to affect the emotional and psychological
perception of an individual‘s place in that group or organization. An
understanding and application of group psychology and dynamics is essential for
this style to be effective. The leader uses organizational culture to inspire
individuals and develop leaders at all levels. This leadership style relies on
creating an education matrix where groups interactively learn the fundamental
psychology of group dynamics and culture from each other. The leader uses this
psychology, and complementary language, to influence direction through the
members of the inspired group to do what is required for the benefit of all.
ACTIVITY
B. At home, access to the following link and complete the test for identifying
your leadership style, later print the snapshot provided by the page and
write an analysis of the result. If the link doesn‘t work try to search the
test ―Leadership Style‖ on the queendom principal page.
http://www.queendom.com/tests/access_page/index.htm?idRegTest=2289
Communication
Communication is the process of transferring information from a sender to
a receiver with the use of a medium in which the communicated information is
understood by both sender and receiver. It requires that all parties understand a
common language that is exchanged; there are auditory means, such as
speaking, singing and sometimes tone of voice, and nonverbal, physical means,
such as body language, sign language,
paralanguage, touch, eye contact, or the use
of writing.
NONVERBAL COMMUNICATION
Nonverbal communication is the process of communicating through
sending and receiving wordless messages. Such messages can be communicated
through gesture, body language or posture; facial expression and eye contact,
object communication such as clothing, hairstyles or even architecture, or
symbols and infographics. Speech may also contain nonverbal elements known
as paralanguage, including voice quality, emotion and speaking style, as well as
prosodic features such as rhythm, intonation and stress. Likewise, written texts
have nonverbal elements such as handwriting style, spatial arrangement of
words, or the use of emoticons. A portmanteau of the English words emotion (or
emote) and icon, an emoticon is a symbol or combination of symbols used to
convey emotional content in written or message form.
CONFLICT MANAGEMENT
Conflict management refers to the long-term management of intractable
conflicts. It is the label for the variety of ways by which people handle grievances
— standing up for what they consider to be right and against what they consider
to be wrong. Those ways include such diverse phenomena as gossip, ridicule,
lynching, terrorism, warfare, feuding, genocide, law,
mediation, and avoidance. Which forms of conflict
management will be used in any given situation can
be somewhat predicted and explained by the social
structure — or social geometry — of the case.
1. Poor communications
a. Employees experience continuing surprises, they aren't informed of
new decisions, programs, etc.
b. Employees don't understand reasons for decisions, they aren't
involved in decision-making.
c. As a result, employees trust the "rumor mill" more than
management.
2. The alignment or the amount of resources is insufficient. There is:
a. Disagreement about "who does what".
b. Stress from working with inadequate resources.
3. "Personal chemistry", including conflicting values or actions among
managers and employees, for example:
a. Strong personal natures don't match.
b. We often don't like in others what we don't like in ourselves.
4. Leadership problems, including inconsistent, missing, too-strong or
uninformed leadership (at any level in the organization), evidenced by:
a. Avoiding conflict, "passing the buck" with little follow-through on
decisions.
b. Employees see the same continued issues in the workplace.
c. Supervisors don't understand the jobs of their subordinates
WAYS PEOPLE DEAL WITH CONFLICT
There is no one best way to deal with conflict. It depends on the current
situation. Here are the major ways that people use to deal with conflict.
ACTIVITY
D. Role play the solution of a conflict. Analyze the result.
Vocabulary
Affiliates Intermediary Partnering
Contract Organization Protégé
Equity Negotiation Small Business
http://1stopconflict.blogspot.com/
http://en.wikipedia.org/wiki/Administration_(business)
http://www.academia.edu/474807/Types_of_Leadership_styles
http://www.knowthis.com/promotion-decisions/the-communication-process
http://www.mediaworks.pro/communication.html
Classic Tools
There's an elusive balance between chasing after each new management
tool or method, and ignoring the fact that we have actually learned some things
about management over the past 100,000 years. The best tools are those which
stand the test of time, and which give you a lot of leverage over common
problems.
These tools are basic graphs and statistics. What to look for?
Mean The average of all the data points in the series
Maximum The maximum value in the series
Minimun The minimum value in the series
Sample Size The number of values in the series
Range The maximum value minus the minimum value
Standard Deviation Indicates how widely data is spread around the mean
PIE CHARTS
They are used to show classes or groups
of data in proportion to the whole data set. The
entire pie represents all the data, while each
slice represents a different class or group
within the whole.
BAR CHARTS
Bar Charts, like pie charts,
are useful for comparing classes or
groups of data. In bar charts, a
class or group can have a single
category of data, or they can be
broken down further into multiple
categories for greater depth of
analysis.
RUN CHARTS
Run charts (often known as line graphs outside the quality management
field) display process performance over time. Upward and downward trends,
cycles, and large aberrations may be spotted and investigated further. In a run
chart, events, shown on the y axis, are graphed against a time period on
the x axis. For example, a run chart in a hospital might plot the number of
patient transfer delays against the time of day or day of the week. The results
might show that there are more delays at noon than at 3 p.m. Investigating this
phenomenon could unearth potential for improvement. Run charts can also be
used to track improvements that have been put into place, checking to determine
their success. Also, an average line
can be added to a run chart to
clarify movement of the data away
from the average.
RADAR CHARTS
Radar charts are useful when you want to look at several different factors
all related to one item. Radar charts have multiple axes along which data can be
plotted.
In a radar chart, a point close
to the center on any axis indicates a
low value. A point near the edge is a
high value. When you're interpreting a
radar chart, check each axis as well as
the overall shape to see how well it fits
your goals.
SCATTER PLOTS
Scatter Plots (also called scatter diagrams) are used to investigate the
possible relationship between two variables that both relate to the same "event." A
straight line of best fit (using the least squares method) is often included.
PARETO CHARTS
Vilfredo Pareto, a turn-of-the-century Italian economist, studied the
distributions of wealth in different countries, concluding that a fairly consistent
minority – about 20% – of people controlled the large majority – about 80% – of a
society's wealth. This same distribution has been observed in other areas and has
been termed the Pareto effect.
The Pareto effect even operates in quality improvement: 80% of problems
usually stem from 20% of the causes. Pareto charts are used to display the Pareto
principle in action, arranging data
so that the few vital factors that
are causing most of the problems
reveal themselves. Concentrating
improvement efforts on these few
will have a greater impact and be
more cost-effective than
undirected efforts.
The cause and effect diagram is used to explore all the potential or real
causes (or inputs) that result in a single effect (or output). Causes are arranged
according to their level of importance or detail, resulting in a depiction of
relationships and hierarchy of events. This can help you search for root causes,
identify areas where there may be problems, and compare the relative importance
of different causes.
Causes in a cause & effect diagram are frequently arranged into four major
categories. While these categories can be anything, you will often see:
manpower, methods, materials, and machinery (recommended for
manufacturing)
equipment, policies, procedures, and people (recommended for
administration and service).
These guidelines can be helpful but should not be used if they limit the
diagram or are inappropriate. The categories you use should suit your needs.
The C&E diagram is also known as the fishbone diagram because it was
drawn to resemble the skeleton of a fish, with the main causal categories drawn
as "bones" attached to the spine of the fish, as shown below.
FLOWCHARTS
Flowcharts are maps or graphical representations of a process. Steps in a
process are shown with symbolic shapes, and the flow of the process is indicated
with arrows connecting the symbols. Computer programmers popularized
flowcharts in the 1960's, using them to map the logic of programs. In quality
improvement work, flowcharts are particularly useful for displaying how a
process currently functions or could ideally function. Flowcharts can help you see
whether the steps of a process are logical, uncover problems or
miscommunications, define the boundaries of a process, and develop a common
base of knowledge about a process. Flowcharting a process often brings to light
redundancies, delays, dead ends, and indirect paths that would otherwise remain
unnoticed or ignored. But flowcharts don't work if they aren't accurate, if team
members are afraid to describe what actually happens, or if the team is too far
removed from the actual workings of the process.
There are many varieties of flowcharts and scores of symbols that you can
use. Experience has shown that there are three main types that work for almost
all situations:
High-level flowcharts map only the major steps in a process for a good overview.
Flowcharts don't work if they're not accurate or if the team is too far
removed from the process itself. Team members should be true participants in
the process and feel free to describe what really happens. A thorough flowchart
should provide a clear view of how a process works. With a completed flowchart,
you can:
Identify time lags and non-value-adding steps.
Identify responsibility for each step.
Brainstorm for problems in the process.
Determine major and minor inputs into the process with a cause & effect
diagram.
Choose the most likely trouble spots with the consensus builder.
CONTROL CHARTS
This are sometimes called
Shewhart charts because of its
inventor, Walter Shewhart, of Bell
Labs. There are many different
subspecies of control charts which
can be applied to the different types
of process data which are typically
available.
BENCHMARKING
―Improving by learning from others – i.e. - benchmarking is simple about
making comparisons with other organizations and then learning the lessons that
those comparisons throw up‖
Key Issues:
Key issues for organizations beginning benchmarking efforts:
Top management commitment and participation are necessary
Sufficient time must be allowed for the project as it takes time
An able, well-trained team is critical (if not outside help, consultants)
It is heavy on resources, people, travel, research, consultants, and other
factors
Process rigor is an absolute sine qua non for success – you cannot graze
the surface
Quantitative data is often difficult and time consuming to obtain
OUTSOURCING
―It is a transfer of control. Delegate one or more process to a specialize
supplier to reach a high efficiency. With the outsourcing, companies can look at
other necessities to fulfill their mission.
Process of Outsourcing
Deciding to outsource: Identify what is to be outsource
Supplier proposals: Have a list with the suppliers and their proposals.
Supplier competition: Look for the best supplier
Negotiation: Is the agreement between the company and the supplier.
Transition: Process for the staff transfer and the take- on of the service
Transformation: Is the implement of the new service.
Termination or renewal: Is the decision between terminate of renew the
contract.
STRATEGIC ALLIANCES
An alliance is defined as a relationship between two or more firms, or
individuals, involving the sharing of complimentary disciplines, technology,
products, services, organizational structures, marketing, and financial resources.
It is a formal relationship formed between two or more parties to pursue a set of
agreed upon goals or to meet a critical business need while remaining
independent organizations.
Types of Alliances
Funding
Joint Venture
Merger, acquisition
Products, Services
Cooperative
ACTIVITY
A. Mention three different services that can be outsourced by
A shopping mall
A hospital
An educational center
A residential building
B. Choose one of the previous places and mention the advantages and
disadvantages of outsourcing the services that you mentioned.
Acquisition
Alliance Depiction Merge
Average Deployment Miscommunication
Benchmark Diagram Outsource
Categories Funding Partner
Chart Gap Performance
Cluster Improvement Shewhart Chart
Competitor Ishikawa diagram Synergy
Cooperative Joint Venture Time lag
Manpower Trend
http://smallbusiness.com/wiki/Strategic_alliance
http://www.aiidatapro.com/en/services/businessprocessesoutsourcing/
http://www.argusobserver.com/business/business-connection-importance-of-
benchmarking/article_f4f65ada-65c3-11e1-add5-0019bb2963f4.htm
http://www.skymark.com/resources/tools/management_tools.asp
Strategic Planning
THE VISION
I will come to America, which is the have starred in first movie and I will
country for me. Once there, I will be a millionaire...... I will collect
become the greatest bodybuilder in houses, art and automobiles. I will
history.......... I will go into movies as marry a glamorous and intelligent
an actor, producer and eventually wife. By 32, I will have been invited to
director. By the time I am 30 I will the White House.
Attributed to Arnold Schwarzenegger who was elected Governor of the State of California
in 2003.
THE MISSION
Some people confuse mission statements with value statements the former
should be very hard-nosed while the latter can deal with 'softer' issues
surrounding the business. The following table contrasts hard and soft mission
statements.
Hard Soft
What business is/does Reason for existence
Primary products/services Competitive advantages
Key processes & technologies Unique/distinctive features
Main customer groups Important philosophical/social issues
Primary markets/segments Image, quality, style, standards
Principal channels/outlets Stakeholder concerns
THE VALUES
The next element is to address the Values governing the operation of the
business and its conduct or relationships with society at large, customers,
suppliers, employees, local community and other stakeholders.
THE OBJECTIVES
The third key element is to explicitly state the business's Objectives in
terms of the results it needs/wants to achieve in the medium/long term. Aside
from presumably indicating a necessity to achieve regular profits (expressed as
return on shareholders' funds), objectives should relate to the expectations and
requirements of all the major stakeholders, including employees, and should
reflect the underlying reasons for running the business. These objectives could
cover growth, profitability, technology, offerings and markets.
THE STRATEGIES
Next are the Strategies - the rules and guidelines by which the mission,
objectives etc. may be achieved. They can cover the business as a whole
including such matters as diversification, organic growth, or acquisition plans, or
they can relate to primary matters in key functional areas, for example:
The company's internal cash flow will fund all future growth.
New products will progressively replace existing ones over the next 3 years.
All assembly work will be contracted out to lower the company's break-
even point.
THE GOALS
Next come the Goals. These are specific interim or ultimate time-based
measurements to be achieved by implementing strategies in pursuit of the
company's objectives, for example, to achieve sales of $3m in three years time.
Goals should be quantifiable, consistent, realistic and achievable. They can relate
to factors like market (sizes and shares), products, finances, profitability,
utilization, efficiency.
THE PROGRAMS
The final elements are the Programs which set out the implementation plans for
the key strategies. These should cover resources, objectives, time-scales,
deadlines, budgets and performance targets.
ACTIVITY
As part of the preparation of your second project, write down the Vision, Mission
and Values Statement of the company you will present.
Marketing Plan
Marketing is a societal process which discerns
consumers' wants, focusing on a product or service to
fulfill those wants, attempting to move the consumers
toward the products or services offered. Marketing is
fundamental to any businesses growth. The marketing
teams (marketers) are tasked to create consumer
awareness of the products or services through marketing
techniques. Unless it pays due attention to its products
and services and consumers' demographics and desires, a
business will not usually prosper over time.
ANALYSIS.
OBJECTIVES.
STRATEGIES.
TACTICS.
CONTROLS.
If you don't make your objective SMART, it will be too vague and
will not be realized. Remember that the rest of the plan hinges on the
objective. If it is not correct, the plan may fail.
Finally, write a short summary (or synopsis) which is placed at the front of
the plan. This will help others to get acquainted with the plan without having to
spend time reading it all. Place all supporting information into an appendix at
the back of the plan.
MARKETING AUDIT
The first formal step in the marketing planning process is that of
conducting the marketing audit. Ideally, at the time of producing the marketing
plan, this should only involve bringing together the source material which has
already been collected throughout the year - as part of the normal work of the
marketing department.
ACTIVITY
Write a detailed marketing plan of the product that you will present as a second
project.
The four major elements of an effective health and safety program are the
following:
Management Commitment and Employee Involvement
Worksite Analysis
Hazard Prevention and Control
Safety and Health Training
OSHA STANDARDS
Safety and health programs are addressed in specific standards for the
general and construction industries and basic program elements for federal
employees OSHA. This page highlights OSHA standards, Federal Registers (rules,
proposed rules, and notices), and directives (instructions for compliance officers)
related to safety and health programs. OSH Act, often referred to as the General
Duty Clause, requires employers to "furnish to each of his employees employment
and a place of employment which are free from recognized hazards that are
causing or are likely to cause death or serious physical harm to his employees". It
requires employers to "comply with occupational safety and health standards
promulgated under this Act".
The following references characterize and further explain safety and health
programs.
What is a hazard?
A hazard is the potential for
harm. In practical terms, a hazard
often is associated with a condition
or activity that, if left uncontrolled,
can result in an injury or illness.
Identifying hazards and eliminating
or controlling them as early as
possible will help prevent injuries
and illnesses.
One of the best ways to determine and establish proper work procedures is
to conduct a job hazard analysis. A job hazard analysis is one component of the
larger commitment of a safety and health management system.
Where do I begin?
Involve your employees. It is very important to involve your employees in
the hazard analysis process. They have a unique understanding of the job,
and this knowledge is invaluable for finding hazards. Involving employees
will help minimize oversights, ensure a quality analysis, and get workers to
"buy in" to the solutions because they will share ownership in their safety
and health program.
Review your accident history. Review with your employees your
worksite's history of accidents and occupational illnesses that needed
treatment, losses that required repair or replacement, and any "near
misses" -- events in which an accident or loss did not occur, but could
have. These events are indicators that the existing hazard controls (if any)
may not be adequate and deserve more scrutiny.
Conduct a preliminary job review. Discuss with your employees the
hazards they know exist in their current work and surroundings.
Brainstorm with them for ideas to eliminate or control those hazards.
If any hazards exist that pose an immediate danger to an employee's life or
health, take immediate action to protect the worker. Any problems that can
be corrected easily should be corrected as soon as possible. Do not wait to
complete your job hazard analysis. For those hazards determined to
present unacceptable risks, evaluate types of hazard controls.
List, rank, and set priorities for hazardous jobs. List jobs with hazards
that present unacceptable risks, based on those most likely to occur and
with the most severe consequences. These jobs should be your first priority
for analysis.
Outline the steps or tasks. Nearly every job can be broken down into job
tasks or steps. When beginning a job hazard analysis, watch the employee
perform the job and list each step as the worker takes it. Be sure to record
enough information to describe each job action without getting overly
detailed. Avoid making the breakdown of steps so detailed that it becomes
unnecessarily long or so broad that it does not include basic steps. You
may find it valuable to get input from other workers who have performed
the same job. Later, review the job steps with the employee to make sure
you have not omitted something. Point out that you are evaluating the job
itself, not the employee's job performance. Include the employee in all
phases of the analysis -- from reviewing the job steps and procedures to
discussing uncontrolled hazards and recommended solutions.
To make your job hazard analysis useful, document the answers to these
questions in a consistent manner. Describing a hazard in this way helps to
ensure that your efforts to eliminate the hazard and implement hazard controls
help target the most important contributors to the hazard.
A sample form found below helps you organize your information to provide
these details.
Rarely is a hazard a simple case of one singular cause resulting in one
singular effect. More frequently, many contributing factors tend to line up in a
certain way to create the hazard. Here is an example of a hazard scenario:
By following the steps in this example, you can organize your hazard
analysis activities. The examples that follow show how a job hazard analysis can
be used to identify the existing or potential hazards for each basic step involved
in grinding iron castings.
Example 2
Grinding Iron Castings: Job Steps
Step 1. Reach into metal box to right of machine, grasp casting, and carry to wheel.
Step 2. Push casting against wheel to grind off burr.
Step 3. Place finished casting in box to left of machine.
Example Job Hazard Analysis Form
Job Location: Analyst: Date:
Metal Shop Joe Safety
Task Description: Worker reaches into metal box to the right of the machine, grasps a
15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per
hour.
Hazard Description: Picking up a casting, the employee could drop it onto his foot.
The casting's weight and height could seriously injure the worker's foot or toes.
Hazard Controls:
Remove castings from the box and place them on a table next to the grinder.
Wear steel-toe shoes with arch protection.
Change protective gloves that allow a better grip.
Use a device to pick up castings.
Task Description: Worker reaches into metal box to the right of the machine, grasps a
15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per
hour.
Hazard Description: Castings have sharp burrs and edges that can cause severe
lacerations.
Hazard Controls:
Use a device such as a clamp to pick up castings.
Wear cut-resistant gloves that allow a good grip and fit tightly to minimize the
chance that they will get caught in grinding wheel.
Task Description: Worker reaches into metal box to the right of the machine, grasps a
15-pound casting and carries it to grinding wheel. Worker grinds 20 to 30 castings per
hour.
Hazard Description: Reaching, twisting, and lifting 15-pound castings from the floor
could result in a muscle strain to the lower back.
Hazard Controls:
Move castings from the ground and place them closer to the work zone to
minimize lifting. Ideally, place them at waist height or on an adjustable platform or
pallet.
Train workers not to twist while lifting and reconfigure work stations to minimize
twisting during lifts.
International Standardization
When the large majority of products or services in a particular business or
industry sector conform to International Standards, a state of industry-wide
standardization exists. The economic stakeholders concerned agree on
specifications and criteria to be applied consistently in the classification of
materials, in the manufacture and supply of products, in testing and analysis, in
terminology and in the provision of services. In this way, International Standards
provide a reference framework, or a common technological language, between
suppliers and their customers. This facilitates trade and the transfer of
technology.
Plan – establish objectives and make plans (analyze your organization's situation,
establish your overall objectives and set your interim targets, and develop plans
to achieve them).
Do – implement your plans (do what you planned do).
Check – measure your results
(measure/monitor how far your
actual achievements meet your
planned objectives).
Act – correct and improve your
plans and how you put them into
practice (correct and learn from
your mistakes to improve your
plans in order to achieve better
results next time).
Benefits
In a very small organization, there may be no "system", just "our way of
doing things", and "our way" is probably not written down, but all in the head of
the manager or owner.
The larger the organization, and the more people involved, the more the
likelihood that there are written procedures, instructions, forms or records. These
help ensure that everyone is not just "doing his or her own thing", and that the
organization goes about its business in an orderly and structured way. This
means that time, money and other resources are utilized efficiently.
Certification
Certification is not a requirement of
any of ISO's management system standards.
This section provides a basic understanding
of what certification and related terms
mean.
“Registration” means that the auditing body then records the certification
in its client register. So, the organization‘s management system has been both
certified and registered.
Benefits include:
Good Leadership
A team of good leaders will establish unity and direction quickly in a
business environment. Their goal is to motivate everyone working on the project,
and successful leaders will minimize miscommunication within and between
departments. Their role is intimately intertwined with the next ISO 9000
principle.
Involvement of people
The inclusion of everyone on a business team is critical to its success.
Involvement of substance will lead to a personal investment in a project and in
turn create motivated, committed workers. These people will tend towards
innovation and creativity, and utilize their full abilities to complete a project. If
people have a vested interest in performance, they will be eager to participate in
the continual improvement that ISO 900 facilitates.
Continual Improvement
The importance of this principle is paramount, and should a permanent
objective of every organization. Through increased performance, a company can
increase profits and gain an advantage over competitors. If a whole business is
dedicated to continual improvement, improvement activities will be aligned,
leading to faster and more efficient development.
Ready for improvement and change, businesses will have the flexibility to react
quickly to new opportunities.
Factual approach to decision making
Effective decisions are based on the analysis and interpretation of
information and data. By making informed decisions, an organization will be
more likely to make the right decision. As companies make this a habit, they will
be able to demonstrate the effectiveness of past decisions. This will put
confidence in current and future decisions.
Supplier relationships
It is important to establish a mutually beneficial supplier relationship;
such a relationship creates value for both parties. A supplier that recognizes a
mutually beneficial relationship will be quick to react when a business needs to
respond to customer needs or market changes. Through close contact and
interaction with a supplier, both organizations will be able to optimize resources
and costs.
However, ISO 31000 cannot be used for certification purposes, but does
provide guidance for internal or external audit programmes. Organizations using
it can compare their risk management practices with an internationally
recognized benchmark, providing sound principles for effective management and
corporate governance.
International Commerce
Terminology
The Incoterms® rules or International Commercial Terms are a series of
pre-defined commercial terms published by the International Chamber of
Commerce (ICC) that are widely used in International commercial
transactions or procurement processes. A series of three-letter trade terms
related to common contractual sales practices, the Incoterms rules are intended
primarily to clearly communicate the tasks, costs, and risks associated with the
transportation and delivery of goods.
First published in 1936, they have been periodically updated, with the
eighth version—Incoterms 2010—having been published on January 1, 2011.
"Incoterms" is a registered trademark of the ICC.
The seller makes the goods available at his/her premises. The buyer is
responsible for uploading. This term places the maximum obligation on the buyer
and minimum obligations on the seller. The Ex Works term is often used when
making an initial quotation for the sale of goods without any costs included. EXW
means that a buyer incurs the risks for bringing the goods to their final
destination. The seller does not load the goods on collecting vehicles and does not
clear them for export. If the seller does load the goods, he does so at buyer's risk
and cost. If parties wish seller to be responsible for the loading of the goods on
departure and to bear the risk and all costs of such loading, this must be made
clear by adding explicit wording to this effect in the contract of sale.
The buyer, arranges the pickup of the freight from the supplier's
designated ship site, owns the intransit freight, and is responsible for clearing the
goods through Customs. The supplier is responsible for completing all the export
documentation. Cost of goods sold transfers from the seller to the buyer at this
time also. In this matter the buyer need to take responsible for bring the material
from the seller.
The seller pays for carriage. Risk transfers to buyer upon handing goods
over to the first carrier at place of shipment in the country of import. This term is
used for all kind of shipments.
The Seller delivers when the goods, once unloaded from the arriving means
of transport, are placed at the Buyer's disposal at a named terminal at the named
port or place of destination. "Terminal" includes any place, whether covered or
not, such as a quay, warehouse, container yard or road, rail or air cargo terminal.
The Seller bears all risks involved in bringing the goods to and unloading them at
the terminal at the named port or place of destination.
Can be used for any transport mode, or where there is more than one
transport mode. The seller is responsible for arranging carriage and for delivering
the goods, ready for unloading from the arriving conveyance, at the named place.
100
Duties is not paid under this term (An important difference from Delivered At
Terminal DAT, where the seller is responsible for unloading.)
Seller is responsible for delivering the goods to the named place in the
country of the buyer, and pays all costs in bringing the goods to the destination
including import duties and taxes. The seller is not responsible for unloading.
This term is often used in place of the non-Incoterm "Free In Store (FIS)". This
term places the maximum obligations on the seller and minimum obligations on
the buyer.
The seller must place the goods alongside the ship at the named port. The
seller must clear the goods for export. It is suitable only for maritime transport
but NOT for multimodal sea transport in containers. This term is typically used
for heavy-lift or bulk cargo.
It means the seller pays for transportation of goods to the port of shipment,
loading cost. The buyer pays cost of marine freight transportation, insurance,
uploading and transportation cost from the arrival port to destination. The
passing of risk occurs when the goods are in buyer account.
The principal use of the bill of lading is as a receipt issued by the carrier
once the goods have been loaded onto the vessel. This receipt can be used as
proof of shipment for customs and insurance purposes, and also as commercial
proof of completing a contractual obligation, especially under Incoterms such as
CFR and FOB.
The bill of lading confers title to the goods to the consignee noted on the
bill. The bill of lading may also be made out "To Order", which confers title to the
goods to the holder of the bill of lading
Because the bill of lading represents title to the goods detailed upon it, it
can be traded in much the same way as the goods may be, and even borrowed
upon if desired. This is a very important and common document used in export
and import trade globally.
Waybill
Most airlines use a different form called an air waybill which lists
additional items such as airport of destination, flight number, and time. A
waybill is similar to that of a courier's receipt which contains the details of the
consignor and the consignee, and also the point of origin and destination.
Commercial Invoice
You will need two copies of the Commercial Invoice, one must accompany
the freight from the point of pickup to the point of customs clearance, the other
should be attached to the Bill of Lading. This document is simply an invoice with
a complete description of the goods being shipped, along with the proper
valuations and currency information.
Certificate of Origin
The Certificate of Origin is used by the broker to determine the correct rate of
duty under the North American Free Trade Agreement (NAFTA). If this document
is missing, the highest rates may be applied to each consignment, and U.S.
Customs may not allow the goods into the country.
Vocabulary
Air Freight Forwarder Broker Dock
Air Waybill Cartage Agent Freight
Articles of Claim Gross Vehicle Weight
Extraordinary Value Commodity (GVW)
Bill of Lading (B/L) Consignee Hazardous Material
Break bulk Dispatch Intermodal
Buyer Payment Terms Waybill
Container Shipper's Agent Duties
Ergonomic Tariff Supplier
Facility Scope Trigger
Hardhat Seller Unhealthful
Illnesses Shipment Vessel
Multimodal Third-Party
NGO Truckload (TL)
http://www.omnex.com/standards/iso_9001_2000/iso_9001_2000.html
http://www.iso.org/iso/home.html
http://www.kingswaytransport.com/CustomsInformation.aspx
http://en.wikipedia.org/wiki/Incoterms
https://www.osha.gov/Publications/osha3071.html