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9: Grouping this one. You can determine the depth of this element by looking at the second character in the name:
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Several days before the closing, you should take the necessary precaution of performing one final physical inspection of the apartment building. Doing so could potentially save you thousands of dollars. On one particular acquisition I was involved in, a cracked slab was discovered on one of the buildings about two weeks before the scheduled closing. The weather had been extremely hot and arid that summer, with no rain for several weeks. The soil below the foundation (which was a cement slab; there was no basement) had completely dried up due to the lack of moisture in the ground. This caused a portion of the building s foundation to settle downward and subsequently crack. Fortunately for me, this incident occurred before I took possession of the property. While this was an unfortunate incident for the seller, he knew he had an obligation to repair the foundation at his expense. A repair crew was called out to lift up the settled portion of the slab with hydraulic jacks and then pour several cement footings underneath to support the building. Although I did not see the final bill for the repair work, I am sure it was not cheap.
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BONUS PROGRAMS. When properly administered, bonus programs can be tremendous motivational tools that help propel a firm to be a leader in its field. If not well conceived and executed, bonus programs simply increase costs with very little in return. Three types of bonus programs are found frequently in well-managed professional services firms: Profit-related executive bonuses: Generally reserved for only the most senior executives or partners of the firm, payment of profit-related bonuses can either be discretionary or tied to a formula. In general, these bonuses are tied to the firm s overall financial success and are designed to motivate the senior leadership team to make decisions that are best for the growth and profitability of the firm. Long-term deferred bonus plans are designed to reward performance over several years while incenting the most senior executives to remain with and build the firm. The less discretionary these programs are, the closer the link may be between decision making and results. Management by objective (MBO)-related bonuses and deferred salaries: Unlike profit-related bonuses, MBO-related bonuses may be considered more like part of a salary that has been deferred for a period of time (e.g., quarterly, semiannually, or annually) and are paid only after successful performance of a set of predetermined tasks or responsibilities. Effective MBO programs begin with a written statement of quantifiable objectives that the employee is to perform. In general, it is best to focus the program on three or four of the employee s most important responsibilities that can be quantified. Once those objectives are discussed and agreed to with the employee, they should be documented in writing, with a copy given to the employee and another filed with his or her personnel records. The advantage of this technique is that it minimizes the amount of time required to perform the evaluation at the end of the year and record new objectives for the following year. Finally, the costs of such incentive programs, if properly established and managed, may be accrued ratably as a salary expense each month instead of being charged to bonus expense at the end of the year when paid. In some client compensation agreements, this may properly increase the allowable amount of expense the firm may recover from its client, thus improving the firm s profitability. Spot bonuses: Spot bonuses are, as the name implies, paid on the spot with short notice in recognition of a job well done, generally to lower level staff. Imagine the euphoric feeling of having your supervisor walk up to you, tell you that you did a fantastic job on a particular assignment, and then hand you a check for $1,000. Although not a material amount, the fact that the firm s management recognized your performance and rewarded it with something tangible can be a powerful tool that builds loyalty and improves overall productivity.
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where g1(t) and g2(t) are baseband signals.13 Actually, the result is strictly true only in the limit f0 !1, but the integral is approximately zero for practical f0 and T. Communication engineers say that the two signals g1(t) cos 2pf0t and g2(t) sin 2pf0t are orthogonal,14 or equivalently, that they are in quadrature; both words mean that they are at right angles to each other. The practical outcome is that each is invisible during the detection of the other. We will demonstrate the last statement shortly, but rst we will de ne a twocomponent signal that takes advantage it. A quadrature phase-shift keying (QPSK) signal is one with the form  p P s t 2Es aI v t nT cos 2pf0 t n  p P Q 2Es an v t nT sin 2pf0 t 4:34
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possibly computers. This language must be understandable to its audience. Unfortunately, richness and understandability often con ict with each other. That is, making a modeling language richer usually makes it less understandable. A third aspect, formality, is useful for proving that certain characteristics exist or do not exist; formality tends to con ict with both richness and understandability. Descriptive models are measured by their power or richness for addressing a wide range of problems, understandability to both wide and narrow audiences, and accuracy or precision with which they can be used to de ne the relevant entity. Descriptive models can sometimes be tested as to their predictive accuracy in various situations. This predictive accuracy must be understood by those using the descriptive model because the ability to predict accurately in the situation in which the model is being used cannot be known exactly. Nonetheless, talking about descriptive models as being right or wrong is fruitless all models are wrong. Rather, the model s usefulness in terms of predictive accuracy in general and the cost of building and using the model are very relevant. Normative models, on the other hand, cannot be tested but are judged on their understandability and appeal across all disciplines in which they can be used. A normative model for making decisions cannot be tested because the world can never be examined in the same conditions with and without the use of the normative model. Rather, the normative model is tested by decision makers based upon the model s ability to re ect the intuitions of the decision makers or provide logical arguments that refute this intuition. One possible taxonomy of models is shown in Table 3.1. This taxonomy begins by breaking models into physical, quantitative, qualitative, and mental models. A physical model represents an entity in three-dimensional space and can be divided into full-scale mock-up, subscale mock-up, breadboard, and electronic mock-up. Full-scale mock-ups are usually used to match the interfaces between systems and components as well as to enable the visualization of the physical placement of elements of the system. The design of the Boeing 777 replaced the physical mock-ups with a very detailed threedimensional electronic mock-up. Subscale models are commonly used to examine a speci c issue such as uid ow around the system. A breadboard is a board on which electronic or mechanical prototypes are built and tested; this phrase was legitimized in dictionaries in the mid-1950s but is not used as much now. Quantitative models provide answers that are numerical; these models can be either analytic, simulation, or judgmental models. Simulation models can be either deterministic or stochastic, as can analytic and judgmental models. Similarly, these models can be dynamic (time varying) or static snapshots (e.g., steady state). An analytic model is based upon an underlying system of equations that can be solved to produce a set of solutions; these solutions can be developed in closed form. Simulation methods are used to nd a numeric solution when analytic methods are not realistic, such as when friction in some form is introduced as an element of the model. When the equations involve the
From Figure 5.2, one can see that the satellite transponder supports several carriers, either N if the inbound carriers and the outbound
Few management ideas have been as in uential in their eld as lean production techniques in manufacturing industry. Initially, the interest surrounded a relatively small number of companies that were perceived to be operating in a different way to that prescribed under traditional Western manufacturing methods. Particularly since the rise of the Japanese economy in the 1980s, there has been an increasing interest in the company philosophy and management techniques utilized by such companies as Toyota (Fujimoto, 1999), Nissan (Wickens, 1995) and Toshiba (Fruin, 1997). During the 1980s, numerous authors advocated the adoption of Japanese techniques (e.g. Pascale & Athos, 1982) or the moulding of such approaches to Western contexts (e.g. Ouchi, 1981). In addition to the research on Japanese organizations in Japan, there has been an enormous amount of research undertaken to assess the activities of Japanese organizations operating overseas, e.g. in the USA (e.g. Abo, 1994; Fucini & Fucini, 1990; Kenney & Florida, 1993; Milkman, 1991), in the UK (e.g. Morris, Munday & Wilkinson, 1993; Oliver & Wilkinson, 1992) and in the Asia Paci c region (e.g. Dedoussis, 1995; Abdullah & Keenoy, 1995). There has also been prolonged debate over the transferability of Japanese techniques by Western capital (e.g. Ackroyd et al., 1988; Elger & Smith, 1994; Oliver & Wilkinson, 1992). As we will discuss, the origins of lean manufacturing lie rmly in Japanese industry. However, over the past decade the association of lean manufacturing with Japan has weakened and lean has become an international standard in many industry sectors. Lean manufacturing is now understood as an integrated system of production that incorporates work organization, operations, logistics, human resource management and supply chain relations. While there is debate over whether lean manufacturing represents a toolbox of techniques or a philosophy of management (see Oliver & Wilkinson, 1992), over the past 10 years a consensus has emerged over the key organizational and operating principles of the system. This level of consensus has not been sustained when assessment has turned to the implications for workers that such a system may involve. In this chapter, we begin with an outline of the origins of lean manufacturing, commencing with an overview of the Toyota Production System and, in particular, the ideas of Taiichi Ohno, the main architect of just-in-time (JIT). Following this we review the emergence
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