Activity Cycle Diagram And The Condition Specification Computer Science Essay

Activity Cycle Diagram And The Condition Specification Computer Science Essay Many descriptive and symbolic techniques for representation of the simulation of a model are present in literature. Some of these techniques are better with one model while not better with the representation of the other one. Two most important techniques for representation of model simulation are known as Activity Cycle Diagram and the Condition specification. The activity cycle diagram (ACD) has been used an ideal technique to represent a model. The technique is based on Tochers idea of stochastic gearwheels (quoted in Paul et al 1993. The ACD represents the activities of a model with its entities by composing their life cycles. The entity could be a passive state as Queue or an active state as activity. The Queue and activity are represented in ACD with specific symbols. Part A Specification of the model domain A part enters a cell where it is first loaded onto machine 1. After this operation the part is either loaded immediately on to machine 2, or if that machine is busy, it is moved to a buffer area. After the operation on machine 2, the part leaves the system. All movements are carried out by a robot. The entities in the system and their possible states. A part Enters into cell Loaded into machine Move to buffer if machine is busy Leaves the machine after operation by machine 2 Machine 1 One in number First in activity No waiting for part to enter in machine 1 Machine 2 One in number Second or Third in activity No waiting or waiting for part to enter in machine 2 A Robot Moves a part from position zero to machine 1 Moves a part from machine 1 to machine 2 or to buffer zone if machine 2 is busy Moves a part from buffer zone to machine 2 when machine 2 is ready. A buffer area Stores a part when machine 2 is busy Dont store a part if machine 2 is ready Move a part from buffer area to machine 2 when machine 2 is ready Classes of Entities Permanent entities stay in system ; Machine 1 Machine 2, Robot Temporary entities that move through the system à ¢Ã¢â€š ¬Ã‚ ¦Part, Buffer zone 1.2 The Activity Cycle Diagram for each of the entities. Part Part Leave Machine 2 Machine 2 Machine 1 Enter into Machine 1 If machine 2 is busy Buffer zone When Machine 2 is ready Figure 1 The Part Part Machine 2 Machine 1 Accepts part Move part to machine 2 If machine 2 is ready Move part to buffer zone if machine 2 is busy Buffer zone Figure 2 Machine 1 Buffer zone Machine 2 Machine 1 Accepts a part from machine 1 Send Part out of When Machine 2 is ready machine 2 Part Final Position If machine 2 is busy Accepts a part from buffer When Machine 2 become ready Figure 3 Machine 2 Machine 2 Part Position zero Machine 1 Moves part Moves part from machine 1 Moves part out of machine 2 From position to machine 2 Part Final Position Zero to machine 1 If machine 2 is busy Moves part from machine 1 to buffer zone When Machine 2 is ready Moves part from buffer zone to machine 2 Buffer zone Figure 4 A Robot Machine 1 Machine 2 Receives part from machine 1 to buffer zone If machine 2 is busy Send part to machine 2 when Machine 2 is ready Buffer zone Figure 5 A buffer area 1.3 The combined Activity Cycle diagram for the whole system and necessary conventions. Robot 1 Robot 2 Part At final position A Part At Position Zero Machine 2 Machine 1 Robot moves a part from Robot moves a part from machine 1 Robot moves a part out from machine 2 Position zero to machine 1 to machine 2 if machine 2 is ready at final position Robot moves a part from machine 1 Robot moves a part from buffer zone To buffer zone if machine 2 is busy to machine 2 when machine 2 become available Buffer zone Figure 6 Part B The elements of the Activity Cycle Diagram that introduce the parts in the cell. Robots are the elements of ACD that introduce parts into machines. It is assumed that there are two Robots. Robot 1 introduce part into machine one and then it has two choices. It moves part from machine 1 to machine 2 if machine 2 is ready to uptake the part. In case the machine 2 is busy, the Robot 1 moves part from machine 1 to buffer zone which is a waiting area. The Robot two is assumed to work with machine 2. It moves part from buffer area into machine 2 when machine 2 becomes available. After processing in machine 2, the Robot 2 moves part from machine 2 to its final position. It should be noted that some assumptions have been made for the responsibilities of two elements (Robots) provided exact tasks have been provided. Four bullet points of the key aspects of proposed diagram. The conditions on which the particular activities in your diagram will be executed. Each activity in ACD is bound with some condition or conditions. For example, in the activity of moving part from machine 1 to machine 2, the attached condition is availability of the machine 2. The Robot 1 will move part from machine 1 to machine 2 provided machines 2 is available to uptake the part. If the condition changes and machine 2 is busy, then Robot 1 will move part to buffer zone. The other significant activity of ACD is related to moving part from buffer zone to machine 2. It is assumed to be done by Robot 2. The Robot 2 has two choices or it will be dealing with two conditions. In condition one when machine 2 is busy, The Robot 2 will not move part from buffer area to machine 2. In condition 2 when machine 2 has become available, then the Robot 2 will move part from buffer zone to machine 2. In the third significant activity, the Robot 2 will move part from machine 2 to its final stage conditional that machine 2 has finished its job on the part. In short, each activity in an ACD is related to one or more conditions. The main attributes of your entities The ACD represents the activities of a model with its entities by composing their life cycles (Abdul et al 1994). The entity could be a passive state as Queue or an active state as activity (Sawhney et al 1995). The Queue and activity are represented in ACD with specific symbols (Shi et al 1997). In the current example, there are also two entities. One is the actual activity or the active state like moving Part from machine one to machine 2 and other entity is the passive entity like buffer zone which can be said as the queue. Similarly we can look at the total entities in ACD. In current example, entities are machine 1, machine 2, Part, buffer area, robot. The physical realization of the queues in the system The physical activity diagram presents an obvious picture to observe the queues in the system (Zeigler 1987). The physical realisation of the queues in the current example comes from the buffer zone which is used as a queue in the example. The part has to wait in buffer area when machine 2 is not free. Therefore the buffer are presents a realisation of the physical queue. The outcome parameters to be studied by the model built upon activity cycle diagram. Each model is designed to study certain parameters in the model (Halpin 1977). The simulation even not used primarily for the optimization of parameters is helpful in optimizing the model in joint effort with design analysis and mathematical evaluation. In the current study, the potential parameters which can be a focus of the study may be studying of queues at buffer zone level, Rate of feed at machine 1, rate of part flow from machine 1 to machine 2 and the removal rate of part from machine 2. All these parameters are of quite significance. For example any significant delay at queue (at buffer zone), decrease at the feed rate at machine 1 or delay at removal rate of part at machine 2 can disrupt the Cell function or decrease its efficiency. The kind of simulation experiments that would be performed with the model. In the real world experimentation can be expensive and in manufacturing and production system, many resources may be used in experimentation (McCahill et al 1993). The alternative to expensive experimentation is simulation methods and other analytical methods (Nance et al 1988). Especially computer model simulations may be economical and provide a chance of actual system observation without incurring unacceptable and expensive options (Murata 1989). On the other hand, physical models may not provide a real picture especially where a layout of resources requires examination such as productivity flow (Vanegas et al 1993). In complex and multistage problems, it may become complex to conduct real and physical experimentation (Paulson 1978). Some actions and activities are not even possible in real world such as a process like flow line optimisation where blocking of a system is required but practically very hard to follow (Paulson et al 1987). However, simulation is not an optimisation p rocedure and must be supported with other procedures like design analysis and optimisation. Therefore we can use experiments like optimisation, design analysis, computerisation simulation, manual simulation, and mathematical model analysis. In current example, objective of model will be kept in mind. First of all small models will be built for each entity. Model will be built in phases and each phase will be checked if it is working properly. The model will be made in phases as it is shown in individual ACD examples. The final ACD will be built once the individual ACD for each entity are checked. Each ACD if planned on computer model or manually will be debugged and corrected. Conclusion ACD are actually the significant evaluation of the flow chart design but with additional features of being used in production and manufacturing field by simulation process. Software is used in designing, analysis and simulation process. Each ACD has entities, attributes attached with entities and conditions associated with each activity. ACD is developed by designing individual ACD for each activity separately and then analysis them for correction. The whole model ACD is developed by merging individual ACD. The current assignment has provided a chance to understand the process of ACD development and analysis by working from individual ACD to the ACD of whole model. References Abdul Riaz, S., Shi, j. 1994. Automated construction simulation optimization. J Construction Eng and Management. ASCE. 120(2), 374-385. Halpin, D.W.1977. Cyclone. A method for modeling job site processes. J Construction Eng and Management. ASCE. 103(3), 489-499 McCahill, D.F., L.E.Bernold.1993. Resource oriented modeling and simulation in Construction. J Construction Eng and Management. ASCE.119 (3), 590-606. Murata, T.1989. Petri nets. Properties, Analysis and implications. Proceeding of IEEE. 77(4).541-580. Nance, r.e, Overstreet .C.M. 1988. Diagnostic assistance using digraph representations of discrete event simulation model specifications. Transactions of the society for computer simulation. 4(1).33-57. Paulson, B.C.1978. Interactive graphics for simulating construction operations. J. Construction. Div. ASCE. 104(1), 69-76. Paulson, B.C., Chan, W.T., Koo, C.C.1987. Construction Operations simulation by microcomputer. J Construction Eng and Management. ASCE.113 (2), 302-314. Sawhney, A., S.M. AbouRiaz.1995. Simulation based planning method for construction project. J Construction Eng and Management. ASCE. 121(3). 297-303. Shi, J., S.AbouRizk.1997. Resource based modeling for construction simulation. J Construction Eng and Management. Vanegas, J.A., E.B.Bravo., D.W.Halpin.1993. Simulation Technologies for planning heavy construction processes. J Construction Eng and Management. ASCE.119 (2).336-354. Zeigler .B.P. 1987. Hierarchical modular discrete event modeling in an object oriented environment. Simulation. 49(5).219-230.

Importance of Community in El Tonto Del Barrio Essay -- Tonto Del Barr

Importance of Community in El Tonto Del Barrio  Ã‚     Ã‚   The title of Jose Armas’ story, "El Tonto Del Barrio" (or "The Barrio Dummy"), may be interpreted two different ways. The first interpretation is literal and applies to the simple-minded Romero, who with the help of his community is able to function in the real world. The second interpretation is ironic; it applies to the Harvard-bound Seferino, who though he means well is so lacking in experience that he turns Romero’s world upside down and nearly gets him committed to an institution. Many readers see the second interpretation as the more interesting, but to see the story in this light is to overlook a very important element. This element is the significant role of the community that is the setting for this story. If we consider the importance of the community, Romero is justly the title character. Romero gives the community character through his positive attitude, and he is a great role model to the children in terms of his work ethic. In return, the neighbor s treat Romero with kindness, loyalty, and respect. In a successful community, everyone must work together and help one another. Sometimes there are people in the community who seem strange to outsiders. They may even seem strange to the community members. The more peculiar residents may be ridiculed and put down, but not in Romero’s community—he is both respected and well-treated, and in return he treats members of the community with consideration. In this way Romero’s situation demands the best of his community, and in demanding their best, he makes the community stronger. Although Romero was not quite normal, he has a mature attitude towards his job, and he always made sure his work was done thoroughly: "R... ... everyone is taught to help anyone who needs it and to respect everyone, no matter how odd he or she seems. These values come through strongly in Armas’ story. Overall, the reader can see that this community does band together to support Romero. Romero is a bit touched, but he manages to teach everyone in the town some important lessons. He exemplifies a work ethic that is probably stronger than any else’s in the community. Despite his affliction, Romero is always cheerful and full of vitality. Even though he is the "village idiot" by conventional definition, he is a blessing to this barrio. Works Cited Armas, Jose. "El Tonto Del Barrio." Harper Anthology of Fiction. Ed. Sylvan Barnet. NY: HarperCollins, 1991. 1137-1142. Works Consulted Armas, Jose. Cuban Consciousness in Literature: 1923-1974. Miami, Florida: Ediciones Universal, 1978.      

Reflection on Alternative Assessments Essays -- Education Assessment E

Reflection on Alternative Assessments   Ã‚  Ã‚  Ã‚  Ã‚  Traditional and alternative assessments share some key elements, yet differ as well. All assessments, whether given as a test after a unit or alternative, should be measurable and be reliable and valid by having clear criteria to measure the learning targets. Traditional and alternative assessments generally differ in timing, feedback, student's involvement, and how the teacher uses the information.   Ã‚  Ã‚  Ã‚  Ã‚  The time in which traditional assessments such as after the unit tests are designed to provide feedback is at the end of a unit only. There is also generally a time limit to complete this type of assessment as well. These are not true of alternative assessments. A KWL or pre-test can provide feedback before a lesson or unit. Nearly all alternative assessments can also provide ongoing feedback during the lesson or unit as well as after it is completed. Also, many alternative assessments do not have a time constraint to demonstrate understanding of content.   Ã‚  Ã‚  Ã‚  Ã‚  The feedback given from a traditional assessment is a letter or percentage grade, which does not tell the content that the student knows, only a measure of quantity of knowledge from a scale of nothing to everything. This feedback is used to tell the teacher and/or school whether or not to promote the student and how they fall in comparison to the other students. With alternative assessments the feedback can be used by all parties (teacher, student, parent, and sch...

King Midas :: essays research papers

Long ago, during the time of knights and dragons, there lived a king named Midas. He was considered one of the richest men on earth, but just like the many wealthy people around, money did not bring much happiness to him. Unsatisfied, he then assumed that perhaps being the richest among the rich could be the answer to his desires for a better life. Once, our friend was sitting on his throne, contemplating the meaning of life like he always did at lonely times, when his honorable servants came rushing to him. In one of their arms carried a dwarf of an old man. Bewildered, King Midas asked with a tone of inflection in his voice, â€Å"Who is this funny-looking little man? He looks like that idiot friend of mine, Confucius!† â€Å"Master, do not be rude!† one of the servants warned. He continued, this time whispering: â€Å"This man here is Silenus. He happens to be the friend of the great god, Bacchus!† â€Å"Where did u find him?† Midas demanded to know. An encounter with the friend of god seemed nearly impossible. â€Å"We found him, unconscious, under the apple tree in our garden. Apparently he had tried to reach for the fruits when your pet dog, Chap, thought he was a thief, so he went charging at Silenus, knocking the daylights out of him,† reported the servant. Silenus lay in the arms of the young man, fast asleep. Midas then ordered the servants to bring him to a guestroom and watch over him. When Silenus woke from his deep sleep, he was all dazed, unable to recall whom he was. He had lost his memory. Midas offered the old man accommodations at his palace for as many days as he would prefer. He allowed the old man to eat as much as he wanted to. He just wanted the man to feel comfortable during his stay. The old man grew bored easily as he had found the entertainment available at the Midas Palace was not suited for old geezers like himself. As a result, the King himself got bored at Silenus. He had attempts to make friends with the friend of God, but the old man could not recall a single thing about his friend, and he prefers spending most his time eating apples under the tree. Midas decided he had to return Silenus back to Bacchus before his life becomes a bore too.

Obesity Essay

Obesity is an eating disorder and a condition where your Body Mass Index (BMI) is 30 or greater. It is genetic or it depends on your eating habits. This can affect your mental, psychological and physical health leaving you with inabilities to cope up with your daily life. The causes that affect people include lack of breath, having difficulties to sleep, increased sweating, snoring, inability to cope with sudden physical activity, feeling very tired and fatigued every day, and finally back pains.Some symptoms include high blood pressure, high cholesterol problems, heart diseases which lead to heart attacks and fatal strokes which can make you disabled are mainly caused by your inability to exercise . People may have lack of breath because when they breathe, they might not get back enough oxygen for it to go all parts of the body. They might have difficulty to sleep due to lack of breath, snore loudly since they get very tired easily. They get fatigued really easily because they donâ €™t have a lot of energy. They have back pains because they might need to walk a lot.They might have long term problems like high blood pressure, cholesterol, heart attacks and fatal strokes because of their eating habits and their inability to exercise. Obesity can be overcome through a technology called adjustable stomach band which is the safe process replacing stomach stapling as it is very unsafe. Gastric Banding is when they attach a band to your lower part of the torso and they tighten. This works because it triggers your senses not to eat food which makes you thinner and light. After the procedure, which tkes an hor to complete, the doctor can adjust the band so it keeps the size of your new smaller body.Gastric Balloon is a non-surgical way of overcoming obesity. The put a tiny balloon in your mouth and they make you drink a special liquid called â€Å"sterile saline fluid† to expand it. When the balloon is full it will float freely in your body. It takes about s ix months to complete as it is not as effective as gastric banding. This can also cause many health threat as mentioned above. Another process that can help overcome obesity is gastric stapling surgery. It works by them stapling 2 special staples which creates a small pouch where they put a gastric band according to the size you want your new body to be.This solves the problem because it help you to resist eating fat foods and tells your body to work out more. After the procedure, they remove the staples but the band still stays for two more weeks to ensure your body size remains the same. It is very unsafe as it has caused many fatalities as they staples came out and they stomach burst. This is also referred to as gastric stomach stapling. I chose gastric sleeve as it is safe compared to other processes used to lose weight and get rid of your weight pretty slowly compared to other procedures like gastric banding and stapling.It helps you lose the weight faster but is more expensive . It is less complicated rather than stapling your stomach through staples and ensure you out the staples in the correct position and place the band in the correct part and they make it the correct length depending on your weight and BMI. The Gastric Sleeve is used for people who have a BMI of more than 38. It is used to loose weight extra fast as it keeps only 25% of your original body size. The Neel Bagai 8. 4 (T3) procedure takes about a year and a half to complete. It solves the problem by losing 3/4 of your weight.Positive Impacts of Gastric Sleeve: It is safe to do as it is less complicated as they don’t have to cut anything or place anything You don’t need any special devices like a gastric band while the surgery is going on. Negative Effects of the Gastric Sleeve: This has many side effects like you start vomiting, diarrhea and dumping syndrome by becoming moody and your attitude starts to change. Effects: This affects the economy because it costs about US $10, 000 for the surgery but of you need to do gastric banding surgery afterwards, you need to pay an extra $7,000.You even need to take both medical and life insurance, which is optional. Doctors recommend it as it can have medical effects on you. This affects the world socially as you might have to take some time off work to see doctors biweekly for them to see if any problems have occurred with the gastric sleeve. He will even question you about you going through any side effects. After every two months, with the results, he will decide if the gastric sleeve will need to be removed from your torso.

Bruce Dawe Poem Analysis Essay

Decode the question: How has the composer represented the concept of heroism in the film Gladiator? Make specific reference to two key scenes in the film. You MUST NOT choose scenes which have been analysed already in the course work (i.e. scenes I-III, XI-XIII, and XXVI). Write approximately 1000 words. Select Two key scenes: XXXI -Maximus has defeated the greatest gladiator ever to fight XLVI – The Final Battle Create a mind map Organise ideas, texts & references: Summary, presentation of Heroic concept, references to 2 keyed scenes with quotes & notes Draft – Do the draft as needed above Edit draft – Edit as necessary Submit draft – in Final written essay The Essay: Maximus was a powerful Roman General (strong belief, inner strength never dies, stood up for his belief no matter the consequences), loved by the people and the aging Emperor, Marcus Aurelius, known in history as the final of the Five Good Emperors. Before his death, the Emperor chose Maximus to be his heir over his own son, Commodus in an attempt to allow Rome to once more become a Republic. Then a power struggle left Maximus and his family condemned to death. The powerful General was unable to save his family, and his loss let him captured and put into slavery and trained as a Gladiator  by Proximo until he died. The only desire that fueled him at the time was the chance to rise to the top so that he would be able to look into the eyes of the man who would feel his revenge and fulfill the dying wish of his emperor. The time came when Proximo’s troupe was called to Rome to participate in a marathon of gladiator games held at the behest of the new emperor, Commodus. Once in Rome, Maximus wasted no time in making his presence known, and was soon involved in a plot to overthrow the emperor with his former-love Lucilla, Commodus’ sister, after whom he lusted, and also the widowed mother of Lucius, heir to the empire after his uncle, and democratic-minded senator, Gracchus was reinstated for Rome to republic. The composer has set up the representation of the heroism concept (50-60%) throughout the Gladiator film, from the opening scene, when the Hero leaves his pleasant vision (his wife and child) to return to the Germania battle field and to: – face the 1st execution – 1st fight as a gladiator – release his name – fight against the greatest warrior – face Commodus – fight in the Final battle As the opening scene and the above listed 3 scenes where the heroic concept has been discussed in the course work, the responder can also find the concept of heroism in the fight against the greatest gladiator and in the Final battle. The fight against the greatest gladiator Tigris turns to Caesar’s box, with swords crossed, he bows, â€Å"We who are about to die salute you.† Maximus stands by, showing no salute whatsoever. As Maximus gets ready to fight the large doors to the arena are thrown open, surprising Maximus. From each door emerges a team of men, who run into the arena. Each team picks up a chain from the sand. Maximus becomes distracted and Tigris kicks sand into Maximus’ face and begins the fight. As the fight continues and as Maximus is thrown to the ground, a trap door opens and out jumps a large tiger, pouncing at the fighting gladiators. Maximus is now  having to escape the claws of the tigers as he battles Tigris. In the background can be heard â€Å"loose, loose, loose† and â€Å"pull, pull, pull† as the handlers coordinate their efforts in handling each of the tigers that are now on the arena floor growling and charging at Maximus.] [Maximus manages to disarm Tigris, switching his sword from one hand to the other, Maximus stands ready to finish off Tigris. Suddenly, a fourth tiger jumps out of a trap door and jumps at Maximus. In that split second, Maximus turns and the tiger is speared with his sword. Maximus is thrown to the sand as the large beast lays atop him. Maximus stabs the beast repeatedly, killing it. The crowds cheer wildly. Tigris moves in for an attack. Maximus, on his back with the beast still on him, manages to grab Tigris’ own hatchet and with great force spikes him in the foot. Tigris bends over in pain, blood pouring from the opening of his mask. Maximus stands and kicks Tigris over to the ground. He is finished. The Final battle The trap door to the arena opens as the lift rises, encircled with the Praetorian as they stand behind their black shields. In the middle, the white clad Commodus, gazing upwardly, basking in the sun and the wounded, dying Maximus stand. All the while, Quintus staring at Maximus. As they reach the arena, the Praetorian take their place at the perimeter of the arena. Maximus stumbles to the center, slowly stooping to pick up a handful of sand, with a watchful eye on Quintus. Maximus rubs the sand in his hands and reaches for his sword but Quintus tosses it aside, and out of reach. Maximus painfully moves to where the sword has been tossed and picks it up, immediately swinging at Commodus. The two do battle. Maximus roars as he attacks Commodus. Commodus manages to cut Maximus’ leg. Although wounded, Maximus cuts Commodus’ arm causing him to drop his sword.] [Maximus begins to drift into the after-life and as he sees the gate to his home, the sword drops from his hand. Meanwhile, Commodus is calling Quintus for his sword but Quintus does not comply. Commodus then turns to the Praetorian, calling out â€Å"sword†. The guards begin to pull their swords when Quintus quickly tells them to â€Å"sheath your swords† and they quickly comply. As Commodus reaches for his hidden dagger, Maximus quickly returns to this life and, unarmed but for his strength and determination, does battle with Commodus, turning Commodus’ knife against him. Commodus tries relentlessly to fight  Maximus off but Maximus slowly plunges the knife into Commodus’ throat, further and further until it can go no further. Commodus falls to the ground. The fight over, Maximus begins to drift as he reaches out his bloodied hand, to push open the gate that leads to hi s home. Peace, once again, overcomes Maximus when Quintus calls to him. â€Å"Maximus, Maximus.† Maximus regains consciousness.] To bring to life ancient Rome, director Ridley Scott employed great period costumes, chariots and horses, lots of dark-haired actors and actresses, and an amazing looking coliseum in the time period set in the movie. The musical score was possibly the best feature of this film, as the music is haunting and perfectly punctuates the dramatic action in soft, then ever-increasing tempos. It was a real trick to make music that would accentuate the flavor of this historical piece, and not distract it. The film used a very potent combination of long shots and close-ups to heighten the drama and yet propel responder into the immensity of the situation: the overwhelming doom that seems to be around any and every corner in Rome. For instance, at this scene where Maximus has defeated the greatest gladiator ever to fight, in a long, drawn-out battle. The bested warrior lies fallen at Maximus’ feet, awaiting his demise. The crowd chants â€Å"Kill, Kill, Kill!† The long shot shows E mperor Commodus watching Maximus, and in the shot, the emperor is shown in the foreground, and Maximus appears small in the background. In this way the responder get a sense of the power that Commodus holds over Maximus. Now a medium-long shot of the crowd to get a sense of how many people are chanting for the vanquished opponent’s death; they all appear in unison, willfully they crave blood. Next a close-up of the emperor as he dramatically steps forward, arm extended. If he gives a thumbs up, the opponent should live. If he gives a thumbs-down, the opponent should be killed. His arm hangs outward and all eyes in the coliseum fall upon his hand. He gives the thumbs-down, and the crowd goes wild with roars of approval. Finally, a close-up of Maximus as he throws down his own sword in complete defiance to the emperor and to the people. The skillful editing helps contrast the morals Maximus and Commodus possess: Commodus is ruthless and political, Maximus does only what he has to, no more no less, and he is a man of his own conviction. This scene helps responder to understand why earlier the dying emperor Marcus Aurelius wanted Maximus to succeed him, he knew Maximus would do the right thing and not be  swayed easily by popular opinion. A leader must lead, not follow. Whenever the composer wanted the responder to get a sense of the size of this coliseum, he employed the cinematographer to use long range shots. When he wanted responder to get a sense of the hustle and bustle of Rome, a hand-held camera was used. The Final battle: The composer used a number of different techniques during the filming of the Final battle, including muted, washed out colors in the Coliseum. The scene is bright and colour comes across perfectly, setting the mood for the scene of battle. The fighting is filmed replete with quick cuts and a frenetic filming process; it’s disorienting but not so much that we can’t keep track of who’s who and what each participant is doing in said battle. The fighting is realistic without zooming in on the gore, as the violence speaks for itself. The composer correctly makes the scenes exciting without the need for a barf bucket.. Combat is supposed to be jarring and disorienting and the filming process actually communicates this sense to the responder very well. The responder’d have to agree, as the scenes outstanding in special effects. They are seeing the Coliseum when it is a new(100 years old) and its grand structure, as it would have been in ancient Rome. Stunts are well coordinated and real tigers were used in a particular fight scene, grabbing out just inches from Maximus and his opponent. He earned his act on those days of shooting. Sound – The soundtrack with its haunting score, is very memorable its scope and theme. Sound track manages to take a main character theme and vary it depending on the action, making it subtle and sweet at times, brooding and depressing at others. Throughout the film, the same musical elements are applied, bring unity and depth to the story. Besides digital sound, Dolby 5.1 is also included on the same disc

Remove obstacles

This is because the owner of the Chinese factory will not acquire the new machinery required to produce additional quantities of products in timely manner and Lack of knowledge on International supply chain by the management 3) Macro – Economic:- The economy of every country and region differs In Its fundamental economic heartsickness, UN like Australia where there is relatively high level of per capita participation in regular exercise and sporting activity and CARR of athletic apparel grew at 8. 3% comparing with other country CARR 0. 8%. ) Socio economic 5) Financial 6) Legal 7) Physical 8) Political 9) Acculturation 10) Labor 1 1) Technological Benefits of globalization:- 1 )Cost benefit 2) Tattling benefit 3) Learning benefit 4) Arbitrage benefit Module 2:- Value chain of sports:- The mall supply chain for Seek seems quite short. It begins with producers of cloth and other materials for fashion clothes. Materials are purchased by the businesses that manufacture the clothi ng for Seek. The manufacturers are mainly small independent firms in Russia and Malaysia, but the company has its own small manufacturing subsidiary.The manufactured goods are transported to the company's distribution centre in Russia. Seek buys the manufactured clothes that It has designed, and distributes them to centre in France. Retailers may be department stores or its own stores. There are also some e-sales direct to customers. There may be some weaknesses in the supply chain. Most sales are in Europe but most manufacturing is in Russia (Eastern Europe) or Malaysia. Although these areas may be cheaper for manufacturing, the costs of transporting the clothes to the distribution centre in Russia and then to the distribution centre in France may be quite high. There is no information about the efficiency of Cheeks delivery system, but operating with two distribution centers may be inefficient and slow down the transfer of manufactured goods to shops. Its competitor Ezra has a man ufacturing centre in Europe and a modern distribution system. This may give Ezra a strategic advantage because transport costs should be lower and distribution times quicker. Ezra operates a Just in time system for ordering goods from manufacturers, and this seems to be more successful than Cheeks attempts to do the same thing. The supply chain operates slowly between Seek and its manufacturers, and this may put the company at a disadvantage compared with Ezra and H. Value chain of Sports apparel r SUPPLY CHAIN 1) Initial research :- Dakar invest a considerable amount of its financial resources in research and development of its products. Research plays a considerable time and money for value creation. 2) Target identified and validated :- A new product line hat daze is contemplating is in the area of compression sleeves and guards.These are compression wear items that protect selected parts of the body such as arm sleeves and calf sleeves. 3) Optimization :- 4) Development:- Dakar currently has a team of in house designers and sports scientist. The seven designers come form a variety of professional backgrounds, including fashion,sportswear swim wear and lingerie. 5) Testing :- Samples are generally created in Australia in a purpose built facility at the Dakar head office. And company has a highly experienced team who cut make and trim the sample armaments prior to large scale production. ) Production:- Production occurs at a Chinese, family owned sports swear clothing manufacturer 7) Marketing:- In Australia Dakar operation through Online stores, with approximately 20 outlets. Distribution also occurs through major chains of sporting goods retailers and department stores. Through global Dakar operates through online and through agency agreements. Normal Supply chain:- The Main supply chain of Dakar is quite short. It begins with Innovation of product from the in-house R center, manufacturing in china, sales in online, distribution center.Weakens in supply ch ain:- Most sales happens in Australia. Although these areas may be cheaper for manufacturing the cost of transpiration the clothes to the distribution center in Australia may be quite high Industry segmentation:- Industry:- Athletic apparel Industry segmentation, Products:- Compression Tights, T-shirts and shorts, Triathlon suits and lightweight running singlet's and shorts. Life cycle stage:- Growth:- As the Compounded annual growth rate of Australia market grew at 8. 3% from 2008 to 2012.Remote Environment:- Social:- The Australian market is perceived as a ideal market to test products placements on educated and informed consumers. This is beaus Australia has a relatively high level of per capita participation in regular exercise and sporting activity and relatively high levels of physical activity per capita, the highly developed Australian economy is dominated by a larger proportion of consumers who are early adopters of new technologies and products with high disposable incomes .Technology:- Dakar invests a considerable amount of its financial resources in research and development of its products. Industry environment analysis:- Threat of new entrants to the industry:- As Athletic apparel great at a CARR at 0. % there is less chance that new competitor coming into the industry. Industries dominated by branded products are difficult to enter due to large amount of time and money required to create a competing branded products. And also Access to distribution channels as their goods and services through established distribution channels as those have already been locked by existing competitors.Market segment Analysis:- What makes a market:- Markets are aggregates of consumer groups with similar needs. Consumers having relatively high level of per capita participation in regular exercise and sporting activity. Needs:-Compression apparel is designed to improve athletic performance by reducing muscle vibration and improving circulation. Preferences:-This appare l has been credited not only with increasing athletic performance, but also with reducing recovery time and post exercise soreness Current solutions:- Market size:- This market contributes 10. 9 % of overall world Athletic apparel.Market growth:- The compression apparel has been exponential growth in the past five years with some us industry reports suggesting annual sales growth of 55% from 007-2010 and 68 percent of 20101-2013. Blue ocean strategy:- New customer markets:- This strategy is its creation of new undiscovered markets through innovative activities, this strategy is value innovation and ultimately renders the competition irrelevant. Consumer value is created through innovative activities that provide new and improved offerings Like Dakar is contemplating is in the area of compression sleeves and guards.These are compression wear items that protect selected parts of the body such as arm sleeves and calf sleeves. This will help consumer increased circulation to enhance rec overy ND reduce soreness as well as providing sun protection. This protective sleeves market. Key success factors for Sports apparel are:- 1) Processing efficiency:- the organization must be price competitive on a global basis to compete effectively with local and global competitors. ) Product quality:- The organization must produce consistently reliable high quality products and position its brand to represent quality and good value 3) Understanding the customer. The organization must understand what the customer wants and needs what they value and where and when they want to shop 4) Product differentiation and innovation. To stay competitive the organization must be able to respond to changing customer needs and wants by delivering products in innovative ways. 5) The company has a broad portfolio of products.It does not rely for its success on one product or a limited range of products. A broad portfolio of products means that the company is not exposed to the risk of decline in t he market for one or even a number of its products. Some products may be in decline but there will also be products that are still in the growth phase of their life cycle. 6) The organization must create customer wariness of the benefits associated with its products and where they can be purchased and products must be available where they shop.MODULE 3 Strategic drivers:- 1) Industry and Market:- Athletic apparel 2) Products:- compression tights, T-shirts, and shorts, triathlon suites, outerwear and other items designed to be worn before and after sporting activity 3) Customers:- Consumers who are early adopters of new technologies and products with high disposable incomes 4) Channels:- Dakar operates its own network of retail stores in Australia with 20 outlets, sporting goods retailers and department stores, online, and n international market through agency agreement example Singapore and Taiwan. ) Competitive advantage:- Dakar invests a considerable amount of its financial resour ces in research and development of its products Innovation.. Product reliability of their brand in Australia and other countries for last 5 years and also exclusive distribution channel also making the product differentiation. And also having wide range of product range making it easy for a customer to find what they want from a single provider. Establishing a certain consistent image in the market, such as romp, courteous service can also be used as differentiating factor by the organization.Operation drivers:- Profit:- There is an increase in profit from 1. 1 Million to 21. 6 million and percentage of margin increased from 8% to 32. 5%. Cost:- Cost percentage has been decreased driver to order to meet the operation driver. Peoples and organization drivers:- The culture of an organization along with the employees it attracts and the resources it develops will naturally direct an organization. Strategic capabilities:- Valuable, rare, difficult to imitate or replicate, non substitute d. SOOT analysis:-Strengths:- Well established organization structure, and passionate employees led by an executive management team that has largely keen in place since the company inception. The core group of employees have been individuals who love sport and exercise and also created by a group of elite athletes with an entrepreneurial dream. The culture at Dakar has typically been one of energy and excitement. Dakar is one of the leading brand in Australia Production quality is consistently maintained by their production centre in china Dakar invest a considerable amount of its financial resources in research and placement to introduce new products. Avian wide range of product range making it easy for a customer to find what they want from a single provider had a good team of in house designer and sports scientists good work culture Opportunities:- Dakar share of market is only 5. 5% of total 1. 2 billion, the sales need to be scaled up in order to gain the market share Internati onal expansion through JP and agreement with other companies Online sales are the big opportunity for expanding into international market.Weakness:- production capacity cannot be increased as their manufacturing facility in china to willing to acquire the new machinery required to produce additional quantities of products in timely manner Through agency agreements in place it does not currently opiate any company owned offices outside of Australia Threats:- Employees are currently appears to be a high level of inertia, confusion and uncertainty within the organization and its employees. Entry barriers like sheer quantity of retail outlet in Asia markets and regulatory barriers imposed on wholly foreign owned companies setting up in some Asian countries. Unlike CARR in Australia with 8. 3 % globally it was only 0. %. So same level margin cannot be expected by the Dakar. Gap Analysis:- The Dakar business is looking for International expansion opportunities and has identified the follo wing gaps that need to be addressed in its business strategy. Capacity to business strategy gaps Production capacity cannot be increased to the anticipated demand Environment to business strategy gaps:- Global Leticia apparel grew at a CARR at 0. 8 % comparing with Australia CARR 8. 3% The sheer quantity of retail outlets in Asian markets.The regulatory barriers imposed on wholly foreign owned companies setting up in Aids etc there will be high switching cost to find new customer globally. Key stakeholders Gap:- In employees there is a growing perception that the company is becoming focused purely on a global presence growth and forts and will forget the employees that helped it to become successful. Ken tucked General Manager operations who takes care of production process has been suffering from rare illness and is planning to retire from daze within the next 6 months.Dakar need to find out the appropriate person to take of production process after Daze retirement. A lack of exper ience in lobar industry by the employees towards globalization Module 4:- Market development:- page 4. 14 Dakar is an alternative approach to product development is find new markets for existing products. Although the products are unchanged it is not clear how the related markets will respond to products that have not been specially designed for them and related market development can occur through expanding geographically.Innovation:- Innovation is the act of introducing something new. It is the process of creating a new product service proceed or other idea for an organization that will exults in increased customer value and positive changes in efficiency, quality, competitiveness, market share etc. Innovation process value chain in Dakar:- 1) Company invest a considerable amount of its financial resources in research and development of its products and come out with an innovative idea. ) The product development team of in house designers and sports scientist will created a produc t that meet the Idea off product 3) These sample products are created in Australia in a purpose built facility at the Dakar head office. Dakar has a highly experienced team ho cut make and trim the sample garments prior to large scale production. 4) Once the product is satisfactory then the production will be taken place in their Chicane's, family owned sportswear clothing manufacturer. 5) Marketing of the products happens through Online, company owned outlets and international through Agency agreements.Key success factor for new product development and implementation:- 1) Affiance of development:- Dakar spends considerable amount of its financial resources in research and development of its products was comprehensive and effective in order to ensure success. )Seniority and authority of responsible managers:- Dakar is renowned for its commitment to product development since inception of the company. This is evident through its many successful brands and constant successful developme nt.Development of New geographic markets:- The ability of an organization to internationalist depends on its ability to appreciate the environmental differences, understand the risks and implications, and then counter or adapt to them successfully. Critical questions to be addressed by any organization contemplating new market development include the following:- 1) The size and alee of the proposed market:- The global market for athletic apparel is 67. 7 but Australia share was only 1. 2 billion only 1% of the global market, there is a huge scope for the company to get the Market share. ) Market Growth:- Unlike CARR in Common mode of entry into new geographic markets:- page 4. 48 Module 5 Dakar will comes under organic systems Module 6:- Strategic leadership style:- Risk takers:- Key managers in Dakar are:- Will winsome CEO founder of the Dakar Jan Taylor leader the organization strategy in may 2010 Ken tucked, General manager production is there since Dakar started its business Mea n Mean worked with Dakar since 2008 acting as an COOP Most of employees has completed good number of years in Dakar through out its growth phase By the above data we can come to an conclusion that Strategic leadership style was risk takers. -s Model:-This model is useful tool for testing whether a proposed strategy will achieve its aim by asking whether it aligns with the seven major areas under the model Strategy:- the vision of the company is to become one of the 10 most recognized global sporting brands and its strategy towards to achieve its mission to increased sales by 10 time over the next 10 years, wrought entering into the new Geographical locations. Employees are feeling unsecured because they are in constant touch with executive team through the growth of the organization.Once company becomes global there may be chance the Executive team will forget the employees that helped it to become successful. Management should provide clear guidance and make sure that all the level of employee are participating to achieve to full fill company vision Structure:- the structure of the Dakar adopts with the globalization because there manufacturing facility is china and some portion of sales are through online and Agency agreement del. Systems:- Entering into new Geographical location will the current systems of organization.As they had good supply chain management because of the online sales and agency model Resources:- The manufacturing capacity which is china cannot improve the capacity with its current capacity in order to meet the demand. Company should look for an better alternative into to make sure the supply meets demand Skills:- The executive team does not have the international experience except Jane Taylor who is an General Manager strategy. Style Shared values :- Successful development of new markets:- page 4. 1) The identifiable benefits of expanding into the new market must be I line with the long term strategic goals of the organization 2) The org anization must ensure that it has sufficient cash reserves to finance the new business until such time as it becomes self supporting 3) The organization should perform both internal and external analysis. The role of communication:- page 7. 37 Cotters 8 steps leadership:- Create Urgency:- Global athletic apparel market 67. Billion and Australia market data to the employee and their position in the global market in order to understand where there stand in the global market. This happens employee think what are the management expectation from the employee. It is the step where people need to know the need for change and what change is necessary for the company. Form a powerful coalition:- The leader need to convince the people for change. Many employees of Dakar Joined because it was a small, friendly and vibrant company that was popular and well respected in the Australia market.So, this is a very difficult task and need a real leadership quality to be done. Create a vision:- Dakar v ision to be one of the 10 most recognized global sporting brands. It hold 40% share in Australia arrest in order to achieves its vision. It should expand in the international expansion opportunities through JP, Franchise, Retail or through Online mode. Several ideas and concepts should be organized properly in a proper form in order to make the person understand it.This will help Dakar employees to understand need for change. Communicate the vision:- it is not Just enough to communicate the vision to the people but it should be done with great power and confidence on a regular basis so that people can trust on it and it remains fresh in their mind so that they can respond accordingly. When ever Dakar opens the new stores and any product launches Will Winsome CEO will be presented. So he need to communicated to the employee what are the idea and vision of the Dakar.Remove obstacles:- instead of people accepting and promoting the change there are certain resisting the change due to wh ich obstacles are often created in the path of the change so the leader need to identify these and correct these by giving rewards to those working good for the change and motivating the one who resisting it. The main perception in the employees was the company is becoming focused purely on a global presence, Roth and profits and will forget the employees that helped it to become successful.In order to avoid this the, Executive team need to make sure that all the employee who made a Dakar as employee of choice need to give chance to them. So that their perception will be removed from their mindset. Short term wins:- during the change in order to motivate the employees and boost up their performance short term targets should be given so that the employees could work hard to achieve it but after achievement they will be high on energy and performance.Assurance from will income that the company is planning to introduce an employee share program offered to full-time employees who have b een employed by Dakar for more than 10 years is an example. Build on chance:- build on the change: the reason of most of the failures of change is the early declaration of victory, changes need to be done slowly and the impacts should not be Judged too early and the long term goals should be focused on. Anchor the changes in corporate: finally it should be taken care of that the change is done properly and is used in the regular day to day life of the work and the leaders would keep on supporting the change so that the employees and the new leaders who are brought in should feel comfortable working. An acquisition strategy can bring more immediate results, possible with less apexes and risk than starting a new subsidiary business operations. In order to become the global player M activity activity is must in order capture the market share. In order to be successful in acquisition strategy.Dakar team need to take care these issues Purpose of acquisition towards global reach is an imp ortant aspect to be communicated to the employees Dakar Executive team should be have the focus n pursuing the strategy Jane Taylor organization strategy development lead has good knowledge on the international expansion which will help the company to resolve the implementation issues Dakar employee should be provided with enough growth in global expansion strategy otherwise there is chance of losing Key talent Acquisition is the best for market penetration because:- 1) Speed of entry :- There strategy towards achievement of the company vision by increasing sales by 10 times over the next 10 years can happen only if the market penetration happens through acquisition of new global entity 2) Vertical Integration:- Through acquiring the good company which has the good capacity to increase the production, because excising manufacturer in china will not to able to deliver the additional quantities required to meet anticipated demand and with reasonable time frames. 3) Technical leakage:- Dakar has spend good number of amount of R, which will differential with there competitors. If there is an acquisition there will be low risk of Technical knowledge leakage 4) Market Penetration:- Market penetration can happened very quickly because total market of acquired firm will the market of Dakar. Not need to again start from the scratch.