Saint-Saëns Essay Example for Free

Saint-Saà «ns Essay Saint-Saens’ third violin concerto is Romantic in style. The melodic line rapidly rises and falls, and rhythmic values are varied from fast, running notes to longer more lyrical lines. At times (such as the beginning of the second movement), the melodic line is fluid and elegant. This trait is typical of the composer and of French music in general during the late nineteenth century. In fact, the author of the textbook remarks that Saint-Saens displays â€Å"an elegance of melodic line in [his] music, which is not unlike the fluidity of the French language. † This characteristic can be attributed to the composer’s nationalism. The accompanying orchestra is rather large (though not as large as those employed by Bruckner or Strauss), another sign of the composer’s Romantic and anti-German tendencies. The music is tonal, with cadences articulating the ends of musical sections. Form Though, as the author of the textbook remarks, â€Å"French composers were also trying to create new forms of music whenever possible,† Saint-Saens’ concerto is in the traditional three movement format. The three movements – allegro non troppo, andantino quasi allegretto, and molto moderato e maestoso – follow the traditional fast-slow-fast pattern established with the Viennese composers Mozart, Haydn, and Beethoven. Saint-Saens does, however, depart from the traditional double exposition sonata form employed by such composers in first movements. Saint-Saens’ concerto opens directly with the violin playing the main theme, accompanied by the orchestra. Subject Matter In terms of subject matter, this concerto is an example of absolute music: there is no accompanying narrative.

Autocratic-Democratic Continuum Model

Autocratic-Democratic Continuum Model Leadership This review begins with various definitions of leadership. It then introduces different styles of leadership from a variety of authors. The issue of leadership is an important issue that has intrigued many theoreticians and practitioners over the years, leading to much research and study. There is no one accepted definition of leadership, although there are many opinions put forward. Sergiovanni, (2001) suggests a moral substance to leadership, leadership is, after all, a struggle a quest to do the right thing. Yukl describes the bigger picture regarding the leadership of one person over many Most definitions of leadership reflect the assumption that it involves a social influence process whereby intentional influence is exerted by one person [or group] over other people [or groups] to structure the activities and relationships in a group or organization. (1994, p3) The group plays an important part in leadership theory, which i will discuss in more detail later in the chapter. Bass gives leadership a positive connotation and defines it as an instrument of goal achievement where leadership is viewed as constructive behaviours pursuing group goals. (1990, p15-16) This is developed further with an autocratic perspective by (Gardner, 1990; Riches, 1994, 1997) suggesting that Leadership is the process in which a person exerts influence over individuals and groups through goal setting or activities. Smircich and Morgan develop the group thinking by highlighting the active involvement of followers in allowing leaders to take on an influencing role. They state Leadership is an obligation or perceived right on the part of certain individuals to define the reality of others. (1982, p258) In modern society organisations have become more accountable, organisational leadership has came to the forefront and is one of the most researched and analysed topics in the area of organisational development (Chapman, 1993). Research found that good leadership plays a vital role in creating the culture that enhances learning in schools (Brundrett Terrell, 2004). Successful leadership is invariably linked to school effectiveness. In the many lists produced by researchers, firm leadership (Reynolds 1991), professional leadership (Sammons et al. 1995) and outstanding leadership (Levine Lezotte 1990) are identified as major factors contributing to school effectiveness. Leadership has also been shown to have an impact upon school improvement processes (Leithwood Steinbach, 1993; Stoll Fink, 1996) and an effect upon school outcomes (Hallinger Heck, 1998; Southworth, 2001). For schools, the qualities of leadership and management are a crucial element in striving for effectiveness (Sammones, Thomas, Mortimore, Owen, Pennell and Hilman, 1994). Teddlie and Reynolds indicate that leadership is usually provided by the headteacher or principal, they found that leadership is now centrally synonymous with school effectiveness for many, including many operating within school improvement paradigm (Teddlie Reynolyds, 2000:141). As such, the ability to set clear organisational goals has been found to be a relevant variable linking leadership and school effectiveness. Leadership Theories Development through history They are many theories on leadership which have been developed over the years and surely many more to follow. Here is a brief summary of the theory behind the subject. The individual leader, they are people who have always been scrutinised throughout history, this scrutiny has brought about The great man theory, the view that leaders are born and not made, this implies that the process of selection of leaders is crucial, and that training and development in leadership has no outcome. In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940[8]; Stogdill, 1948[9]; Mann, 1959[10]) prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait, as situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. This approach dominated much of the leadership theory and research for the next few decades. Trait Theory, this claims that certain personality traits determine success in leadership. Stogdill (1969) found that some personality traits were common to successful leaders, there has been difficulty in identifying them consistently and agreeing definitions of personality traits. Situation theory is based on the view that leadership cannot be examined away from the group over which leadership is being exercised. The view is that leadership is a group phenomenon which will vary according to situations and over time. Also, leadership is not a one way process of influence. Leaders are influenced by followers as well as vice versa. The studies that were carried out tended to be in small ad hoc groups in controlled settings (eg Lippett and White). Leadership styles, there are two ways of analysing styles of leadership: one is on the range from autocratic to democratic, which i jave chosen as my focus for my action research project, and is associated with the work of Tannenbaum and Schmidt (1973). The other is based on the relative dominance in a leader of concern for people and relationships or concern for production or results; this theory is associated with Blake and Mouton (1964). They also explained that The point to be emphasised here is that managerial styles are not fixed. They are not unchanging. They are determined by a range of factors. Many are subject to modification through formal instruction or self training. (Blake and Mouton, 1964 p.13) Behaviour theory is based on ten work of Halpin who suggests that leaders do two main things: Initiate structures: establish goals, set up channels of communication, establish procedures and review processes. Consider others: create a climate of trust, respect and warmth Halpin suggests that effective leadership is associated with high performance on both points. Contingency theories are complex, they recognise the interaction of leaders and their environments. They are two models: The model developed by Hersey and Blanchard (1977) identifies both directive and supportive behaviour in a leader, which can be modified according to the level of development, experience and commitment of the subordinate. The model developed by Fiedler (1967) combines an analysis of the leaders style (people or production?) with an analysis of three variables of the situation which can be seen as favourable or unfavourable to the leader, e.g. the level of formal authority. Fiedlers research indicates that a task orientated leader is best suited to a situation that is particularly favourable or unfavourable and that a people orientated leader is more effective where the situation is not particularly favourable or unfavourable. Action Leadership was developed from Contingency Theory by Adair (1984) who suggested that there were three main dimensions to leadership. These were; a concern for task, a concern for the team or group and a concern for individuals. Effective leaders will pay attention to all three dimensions. Adair then identifies a set of key actions which all leaders must perform in respect of each of these three dimensions. Leadership and Management Leadership tends to be equated with vision and values and management with processes and structures: Leadership and management are not synonymous terms. One can be a leader without being a manager. One can, for example, fulfil many of the symbolic, inspirational educational and normative functions of a leader and thus represent what an organization stands for without carrying any of the formal burdens of management. Conversely, one can manage without leading. An individual can monitor and control organizational activities, make decisions, and allocate resources without fulfilling the symbolic, normative, inspirational, or educational functions of leadership. (Schon, 1984, p. 36) Here the differentiation is not intended to distinguish between roles. Schon goes on to say that since we generally expect managers to lead, it may be permissible to treat management and leadership as one, although he does identify the concepts of: management as science and the art of managing. This latter concept may have more in common with leadership. In the classic research of Lewin et al. (1939) at the University of Iowa, three leadership behaviours, or styles, were examined: the autocratic, the democratic, and the laissez-faire. It was found that the autocratic style tends to centralise authority and dictate work methods, while the democratic style tends to involve employees in decision making, delegate authority, encourage participation, and use feedback to coach employees. Of the three, the laissez-faire style was found to be ineffective in every performance criterion. This original research of Lewins greatly influenced other studies conducted after World War II. The most significant of these studies were performed by the Ohio State Group (Shartle, 1949, 1950; Fleishman, 1953; Halpin and Winer, 1957; Hemphill and Coons, 1957), as well as took  place at the University of Michigan (Katz, Maccoby and Morse, 1950; Katz, Maccoby, Gurin and Floor, 1951; Katz and Kahn, 1952). All these studies found that leadership displaying concern for people produced better results than that displaying concern for production. The Ohio State Group formulated dimensions of consideration and initiating structure. The first of these signifies the extent that the working relationships a leader has with subordinates is characterised by mutual trust and respect for group members ideas and feelings. The latter signifies the extent that a leader is likely to define and structure her/his role and the roles of group members for the sake of seeking goal attainment. The Michigan studies spoke of employee orientation and production orientation. The former emphasises the extant that a leader values interpersonal relationships and accepts individual differences among subordinates; this is associated with high group productivity. The second emphasises the extent to which a leader values the technical or task aspects of the job and is concerned with accomplishing the groups tasks; this is associated with low group productivity and low job satisfaction. Autocratic leadership The Autocratic Leadership Style was first described by Lewin, Lippitt, and White in 1938, along with the democratic leadership and the laissez-faire leadership styles. The autocratic leadership style is sometimes referred to as the directive leadership style. Autocratic leadership can be said to be synonymous to dictatorship where only one person has the authority over the followers or workers. Their decision has to be taken as the golden rule and should never be questioned. They plan out everything and order their subordinates to work according to their rules. For instance, if a company has an autocratic leader as the Managing Director, the employees in the company would have to work as per the rules set down by him. They would not be expected to make any contribution from their side, which may actually help in enhancing the productivity of the company. In short, the autocratic leader has full control of those around him and believes to have the complete authority to treat them as he wants. The premise of the autocratic management style is the belief that in most cases the worker cannot make a contribution to their own work, and that even if they could, they would not. According to Douglas McGregor this belief system leads to the mindset of Theory X (Dessler 37). McGregor believes Theory X workers have no interest in work in general, including the quality of their work. Professor Henry Daryanto interprets McGregors theory as mangers dealing with this theory by using carrots and sticks. The carrot is usually a monetary incentive, such as piece-rate pay schemes while the stick is docking pay for poor quality or missed production targets (Daryanto). It appears only money and threats can motivate the lazy, disinterested worker. The natural management style for a manager with this Theory X belief system would be to favour is the autocratic management style. Autocratic managers attempt to control work to the maximum extent possible. A major threat to control is complexity. Complex jobs are more difficult to learn and workers who master such jobs are scarce and possess a certain amount of control over how the job is done. An autocratic managers attempt to simplify work to gain maximum control. Autocratic managers prefer a strict top-down; chain-of-command approach to management be practiced. Management style is a term that refers to the nature of the relationship between managers and non-managerial employees. It includes not only the personal relationship between people but also the style of communication and the attitudes that managers have of employees and the attitudes they generate in employees. The term leadership is sometimes used. This refers to the ways in which managers achieve the attitudes and actions of their employees. Usually the actions desired are those which lead to the achievement of organizational objectives. A form of leadership therefore implies a style of management. One particular style of management is autocratic, which our learning team sometimes refers to it as antiquated. The autocratic style of management is based on the use of coercion as a means of control in an attempt to force employees to behave in a particular way. The response of employees to such coercion is seen to be extremely authoritative, that is they will do as they are told because the alternative may be unemployment. Another reaction by an employee to this autocratic style is they might only do the absolute minimum required of them to retain their jobs. Clearly productivity in such an organization will not be very high. Military and law enforce1ment organizations historically operate within an autocratic style of management, but this is seen as necessary in the situation in which they operate. Because of this acceptance resentment should not arise since there is an accepted of style of management in these organizational forms. Our learning team believes not only should a style of management be chosen according to the type of organization, it should be chosen to suit the particular situation in a given organization. For example the means of dealing with a disciplinary matter will differ from that used in a problem-solving situation. The style of management of routine day to day activities will differ from the management of project and design activities. Managers must therefore choose a management style to suit the situation. Our team also criticizes the autocratic style and suggests that such a style will lead to conflict, low motivation and low productivity. We all advocate a more democratic style of management. This does not mean management by committee or making decisions by democratic voting, it means involving people in organizations in some aspects of the running of the organization. The communication style of an autocratic leader is usually described as one way. They tell you exactly what they want done. The feedback you would get from this type of leader would generally be unplanned. They would simply tell you when youve made a mistake. The decision making process is usually unilateral and they accomplish goals by directing people. Now that might not sound like the type of leader youd follow, but there are actually situations when this style is effective. In the workplace, some conditions may simply call for urgent action, and in these cases an autocratic style of leadership may be best style to adopt. Surprisingly, most workers have already worked for an autocratic leader and therefore have little trouble adapting to that style. In fact, in times of stress or emergency some subordinates may actually prefer an autocratic style they prefer to be told exactly what to do. So to summarize the autocratic leadership style is very effective when times are stressful, but very stressful during those times when the pressure is off the followers or coworkers. Though autocratic leadership style is tyrannical, it has proved to be very efficient during certain situations and conditions. Autocratic leadership works positively during emergency and stressful situations. When such situations arise in a company or organization, most people are confused and are not able to reach a common solution. During such times, having an autocratic leader would be great as he would take the reins in his hand and would direct the workers or employees to move forward. For instance, there is a terrorist attack at some place and the soldiers have to rescue innocent people from there. If many people try to give solutions, it may take time and the mission may end in failure. In such situations, having one autocratic person to command the rest of the group on how to go about with the mission can lead to success. Another situation where the autocratic leadership style proves appropriate is while doing group projects. Many group projects tend to fail because group members depend on each other to make decisions. Such situations demand the need of an authoritative leader who can make decisions for the group. The leader should determine the ways in which the project would be done, divide the job among the members, and also set a deadline for completion of the project. Autocratic leadership may have its benefits, however, in most cases it is seen as something that is undesirable. Autocratic leadership style promotes a one sided conversation and due to this the creative and leadership skills of the employees become restrictive. As the leader would have all the authority, there is a chance that he would exploit his employees. There have been cases where an authoritative employer has fired employees because they showed the courage of disagreeing with him. It is also said that having an autocratic leader hinders workplace communication and socialization. It is very important to have a cordial work environment, where everyone is friendly. It can also give rise to disagreements and conflicts, if a group or company is led by an autocratic leader. In the military and other urgent circumstances, people may prefer the ability to be told what do next. According to Money Zine, In fact, in times of stress or emergency, some subordinates may actually prefer an autocratic stylethey prefer to be told exactly what to do. The autocratic leadership style is very effective when times are stressful. Lengthy debate has no place in many work environments, and this form of leadership limits arguments. It allows employees to have one task, and that is to work, which could mean that the employees master their tasks and become proficient enough to help grow the company. This method of leadership may lead to more pressure from the boss on the rest of the employees, who then push back against the management method. Theft and other issues may arise because of a lack of workplace satisfaction. According to Smart Entrepreneur, This is one of the least desirable when it comes to building trusting relationships and making friends. In this system, one person has control over all of the workers or followers. Making friends is an important part of life, and if this is destroyed, it can create an unhappy environment. This translates to the quality of work, and not being seen as human can cause more resistance to new aspects of the job. A little autonomy and social appeal can make a difference in retaining good workers. 1.3 Participatory Leadership The premise of the participatory management style is the belief that the worker can make a contribution to the design of their own work. The belief system that lead managers to this conclusion was originally put forth as a management theory by McGregor, who called it Theory Y. Theory Y advocates believe that workers are internally motivated. They take satisfaction in their work, and would like to perform at their best. Symptoms of indifference are a result of the modern workplace, which restricts what a worker can do and separates him from the final results of his efforts. It is managements job to change the workplace so that the worker can, once again, recapture his pride of workmanship. Elements of Theory Y are evident in Demings discussion of the role of a manager of people, presented earlier. Managers who practice the participatory style of management tend to engage in certain types of behaviour. To engage the workers they establish and communicate the purpose and direction of the organization. This is used to help develop a shared vision of what the organization should be, which is used to develop a set of shared plans for achieving the vision. The managers role is that of a leader. By her actions and words she shows the way to her employees. She is also a coach, evaluating the results of her peoples efforts and helping them use the results to improve their processes. She works with the leaders above her in the organization to improve the organizations systems and the organization as a whole. 1.4 Democratic Leadership The Democratic Leadership Style was first described by Lewin, Lippitt, and White in 1938 along with the autocratic leadership and the laissez-faire leadership styles. They distinguished democratic leadership from autocratic and laissez-faire styles, arguing that democratic leaders relied upon group decision making, active member involvement honest praise and criticism, and a degree of comradeship. By contrast, leaders using the other styles were either domineering or uninvolved. Kariel (1956) argues that Lewins notion of democracy is manipulative and elitist and not democratic. The dynamics of democratic leadership, however, are not well understood. In fact, there is no clear and well-developed definition of the term within academia. In a classic review, Gibb (1969, p258) lamented the fact that the basic psychological meaning of democratic leadership had nowhere been spelled out. Twenty years later, Miriam Lewin (1987) agreed. repeating Kurt Lewins earlier call for a better understanding of the detailed nature of democratic leadership and followership through social science research (p. 138). The democratic style was also included by Daniel Goleman in 2002 as one of his six leadership styles. In Bass (1990, 19-20) handbook on leadership a definition is provided: Leadership is an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of the membersLeadership occurs when one group member modifies the motivation or competencies of others in the group. Any member of teh group can exhibit some amount of leadership Bass further argues that Leadership is behaviour, not position and this can be said of the democratic method of leadership. The democratic leader gives followers a vote in nearly every decision the team makes. The process involved with being a democratic leader is very time consuming because decisions are nearly always made together. The democratic leadership style is able to quickly build flexibility and responsibility and can help identify new ways to do things. This leadership style is best used when the followers are knowledgeable about the organizations process and change is needed. For example, this style is used when the leader needs to introduce fresh ideas into the organization to help with an old process. Lewin, Lippitt and White were one of the first to categorize leadership styles in terms of behavioral characteristics. Prior to their work, leadership traits were the focus of leadership studies. Under democratic leadership, the people have a more participatory role in the decision making process. One person retains final say over all decisions but allows others to share insight and ideas. Most of all, democratic leaders must seek to make members into leaders (Theilen Poole, 1986). This is often a highly effective form of leadership. People are more likely to excel in their positions and develop more skills when they feel empowered, and people are empowered when they are involved in the decision-making process. Although it may take some time to achieve full participation from a group, the end result will be rewarding if you can manage to establish a power-sharing environment in your group project. You will find that democratic practices often lead to a more productive and higher quality work group. Examples of democratic leadership: Asking all group members for ideas and input. Voting on the best course of action in a project. Asking group members to work with their strengths and provide input on how to divide the work. ]li]Enabling members to work at their own pace and set their own deadlines. Pitfalls of Democratic Leadership It doesnt take too much imagination to think of ways that democratic leadership could backfire during a group project. As you probably know, some members of a group will work well on their own and complete all work in a timely fashion. But there are other workers who will procrastinate-and that can lead to disaster. If you are a natural democratic leader, it might be necessary to learn some traits of the autocratic or bureaucratic leaders and tap into them as necessary. Always have a backup plan on hand! Undemocratic leadership styles can result in a variety of undesirable outcomes: dependent and apathetic followers (Barber. 1984 Heifetz Sinder. 1987; Manz Sims. 1989; White Lippitt, 1960). In addition, undemocratic leadership can undermine the pursuit of ethical ideals, such as self-determination, personal development and democratic decision making (Barber, 1984: Sashkin, 1984). 1.5 Laissez-faire leadership Laissez faire style simply means a delegate approach to leadership. Many researchers have found out that those children who grow under laissez-faire leadership establishments, happen to be the less productive in any group. This was also reinforced by these children making more demands upon their leader, as researchers have come to ascertain, amidst showing little in terms of cooperation as well as the inability to work more independently. Most laissez faire styles offer no or very little guidance to the members of the same group, amidst leaving the making of decisions to other group members. As much a it could be overtly effective in those situations where most employees or members happen to be highly qualified and skilful in their area experience and know-how, it has often led to poor roles definition plus a sheer lack in motivation. In this leadership style, the head or leader onlysets that overall priority or instruction, where then he gets out of the way so that things can be left to run on their own. With the usage of this leadership style, the leader just accepts wholesome responsibility for many of the decisions that come into fruition, though the decision-making has been left to his team. Also, the team members are also left to evaluate, analyse and transform issue and all problems just as they come. Laissez faire is very appropriate for mature and acute senior teams, which have a track record of proof and have confidence in handling lots of issues. The most pitfall and shortcoming of this type of leadership is strictly failure. In case of anything going wrong, the leader has no clout to blame his team, but a chance to see his shortcomings. But in each management style, or leadership style, the motivation towards good leadership and overall output of members or employees are held up within the management theories, that offer a dimension for all leaders to use for the realisation of their utmost goals. Leadership without goals is failure in management. Some of these theories include the Hawthorne model or experiments, which lay emphasis on human relations. In this model, the work-place lightning did improve the productivity during the experiment and after, that is, within the groups. It has thus reinforced the fact that individuals are not those rational and covert economic beings as assumed by the classical theorists, as well as the emphasis of social interaction and the improvement of peoples work once they have been valued. Other theories of management include the rule set or bureaucracy, stipulated by Max Weber and gave the world the red tape, since it lays emphasis on rules and overall regulations. Also, the scientific theory of management by Frederick Taylor brought out the notion that each task must be scientifically and also rationally optimised for overall productivity, which was perfected by the Ford Company and the monetary incentives involved brought perfect results. Lastly, the process approach theory by Henry Fayol has been clear in leadership styles and in all management levels, even in laissez faire, as it lays much emphasis on planning, organising, coordinating, commanding, controlling and even the staff and line principles. The theories are not leadership styles but they harness the existing leadership and management styles. Disadvantages of leadership styles As much as the leadership style known as paternalistic management contains some autocratic dynamism, it comes as being a bit warm and a bit fuzzy within the precincts of its approach. In its paternal aspect, it harkens in the line of a father being firm though has good intentions in the life of ones children and in the business limelight, the employees. Just like most paternal beings are, except for those dads who keep saying: I told you, the typical paternalistic manager most of the times explains the specific reason as to why he has taken certain actions in management and for his employees. He is very far from being autocratic and looks after the harmony within his or her team. A manager of this calibre tends to provide that environment that is perfectly well rounded for all within his management wing, even including a prior consideration of their personal and social aspects in their lives. In this respect, there seems to occur some kind of upward communication all the way from the tip to the high ranks, in terms of provision of feedback which could be well used for the transformation of some aspects within the organisation for the achievement of employee satisfaction and avid motivation. Those in support of paternalistic management style have related to it as providing a huge movement towards the motivation of employees more than an autocratic style, since the employees tends to fill the leadership as considering their welfare and thus do care for them more as people and not just like robots. Since the objective that comes with keeping the motivation of the employees is highly included in this leadership style, there tends to be an overt probability that is laid towards an increased loyalty of employee and also a minimal turnover. The overall disadvantage with this leadership style depicts the overall disadvantage of leadership styles, sharing such similarities with those elements of autocratic techniques of management styles, such that they have led to the dependency upon the leader thro

The Present Builds Upon the Past :: history

The Present Builds Upon the Past The world is far from perfect. However, through the years, it has improved in many ways. If I went back in time and changed the tiniest thing in history, it is possible for my life to be completely different today. If you don't believe me, read on because I've got hard proof. It's depressing to know there was a time when "blacks" and "whites" were seperated simply because of the color of their skin. We have moved forward, then stumbed backwards, but slowly we started building and here we are year 2001, where everyone, despite your race, have equal rights. I realize pejudice is still alive today, but you have to admit, things have improved. During the late 1800's "Jim Crow" laws or "Black Codes" were made offical. This law legally seperated "blacks" and "whites" in every day life. It was ridiculous, immature, and just flat out unreasonable. They used seperate public waiting rooms, restaurants, theaters, public parks, schools, hospitals, just to name the basics. We have every single abolitionists, civil rights activists, and all the other freedom-fighters who stuck up for their rights. You wouldn't believe how much one person can accomplish. It wasn't too long ago when women were denied some of the rights that men had, such as voting. People believed that women were better fit cooking, cleaning and taking care of the children at home, rather than going out to earn money. They also believed that men had a higher ability of learning than women, which was why their education was limited. In order to get all the rights women have today, it took much time, effort, and most of all, courage. Many brave women organized protests demanding for equal rights. It was a slow process but every little effort added up, and today, women can even run for President of the United States. Who knows? Many if it weren't for them, I wouldn't be writing this report, or be able to write at all. A more recent example in which we can more personally relate to, is the World Trade Center tragedy. The fact that we needed a tradegy to bring America togeather is sad, but at least we are here for each other when we really need each other. I know living thirteen years isn't much at all, but in that time, I have never seen America more united than in the last few weeks.

Susan B. Anthony Essay -- Biography

Susan B. Anthony Susan Brownell Anthony was a magnificent women who devoted most of her life to gain the right for women to vote. She traveled the United States by stage coach, wagon, and train giving many speeches, up to 75 to 100 a year, for 45 years. She went as far as writing a newspaper, the Revolution, and casting a ballot, despite it being illegal. Susan B. Anthony was born on February 15, 1820, in Adams, Massachusetts. She was the second of eight children in her family. In the early 1800's girls were not allowed an education. Susan's father, Daniel, believed in equal treatment for boys and girls and allowed her to receive her education from a private boarding school in Philadelphia. At the age of seven her family moved to Batterville, New York. Later, in 1845 her family made their final move to Rochester, New York. At the early age of fifteen, Susan started her teaching career, thanks to her father's encouragement. She continued to teach until she was thirty. Opposing the use of liquor and wanting an immediate end of slavery, Susan displayed he...

Production Of Olive Oil Essay -- Foods Process Essays

Production Of Olive Oil INTRODUCTION Olive oil is a pale yellow to greenish oil extracted from the fruit of the European olive tree (Olea europaea L.), which originated in the Mediterranean area. The olive is originally native to the eastern Mediterranean region but the cultivated form is now grown throughout that area and in other parts of the world with Mediterranean-type climates. It hardens at refrigerator temperatures - around 10 degrees F. Today a market certainly exists for olive oil, since the U.S. imports about 35 million gallons each year. Interest in the health aspects of olive oil is expanding and increasing demand each year. Demand has increased over 20% each year for the last 5 years. California produces about 300,000 gallons of oil each year about half of that is sold each year as the gourmet treat classified as extra-virgin and sold from $10 to $40 per half-liter. Among global producers, Spain leads with more than 40% of world production, followed by Italy and Greece. Much of the Spanish crop is exported to Italy, where it is both consumed and repackaged for sale abroad as Italian olive oil. Different Grades Of Olive Oil Extra-virgin olive oil comes from the first pressing of the olives, contains no more than 0.8% acidity, and is judged to have a superior taste. There can be no refined oil in extra-virgin olive oil. Virgin olive oil with an acidity less than 2%, and judged to have a good taste. There can be no refined oil in virgin olive oil. Olive oil is a blend of virgin oil and refined virgin oil, containing at most 1% acidity. It commonly lacks a strong flavor. Olive-pomace oil is a blend of refined olive-pomace oil and possibly some virgin oil. It is fit for consumption, but it may not be c... ...etting a person or place apart for special work It is used in the ordination of priests and bishops, in the consecration of altars and churches, and, traditionally, in the anointing of monarchs at their coronation. To this day, Eastern Orthodox Christians use oil lamps in their churches and home prayer corners. BIBLIOGRAPHY 1. http://www .wikipedia.org 2. http://www.olivetree.eat- online.net/frameoliveoil.htm 3. http://www.oliflix.com/eng/enviroment.htm 4. http://www.oliveoilsource.com/olive_recipes_.htm 5. Microsoft ® Encarta ® Encyclopedia 2002.  © 1993-2001 Microsoft Corporation. 6. Tous, J. and L. Ferguson. 1996. Mediterranean fruits, Progress in new crops. In: J. Janick (ed.), ASHS Press, Arlington, VA. p. 416-430 7. www.sfc.ucdavis.edu/research/olive.html 8. www.ucm.es/info/improliv/allgem.htm 9. http://www.encyclopedia.com/html/o1/oliveoil.asp

Work Roll Consumption

Reduction in Work Roll Consumption of Skin Pass Mill Using six sigma-A case study A Thesis Submitted to the Ranchi University in partial fulfilment of the requirement for the award of the degree Of Master of Science Engg. In PRODUCTION MANAGEMENT By CHANDRA PRAKASH ROLL NO: 20/M/PM/2002 Under the guidance of Mr K. D. P. Singh Lecturer Department of Mechanical Engineering [pic] MECHANICAL ENGINEERING DEPARTMENT NATIONAL INSTITUTE OF TECHNOLOGY, JAMSHEDPUR September -2008 MECHANICAL ENGINEERING DEPARTMENT NATIONAL INSTITUTE OF TECHNOLOGY, JAMSHEDPUR RANCHI UNIVERSITY CANDIDATE’S DECLARATION I here certify that the work which is being presented in this thesis entitled â€Å"Reduction in Work Roll Consumption of Skin Pass Mill using six sigma-A case study† in partial fulfilments for the award of degree of Master of Science Engg. In Production Management, & Submitted in the Department of Mechanical Engineering NIT, JAMSHEDPUR is an authentic record of my own work carried out under the Supervision of Mr K. D. P Singh Lecturer, Department of Mechanical Engineering. National Institute of Technology, Jamshedpur. The matter embodied in this thesis has not been submitted by me for the award of any other degree. Signature of candidate This is to certify that above statement made by the candidate is correct to the best of my knowledge. Mr K. D. P Singh Lecturer Mechanical Engineering Department NIT, Jamshedpur Dr J. N. Yadav Professor & HOD Mechanical Engineering Department Signature of internal examiner Signature of external examiner ACKNOWLEDGEMENT First of all I would like to express my gratitude to Mr. C. M. Verma Head, BAF/SPM/ECL Cold Rolling Mill, Tata Steel for allowing me to be a owner of this case study matching to my area of work where I could really apply and develop my technical skills in practical aspect. I am extremely grateful to Mr K. D. P. Singh (Lecturer NIT, JSR), Mr Vivek (Sr Manager, BAF & Six sigma Co-ordinator CRM), and Mr. Dharmendra Kumar (Manager Roll shop) for guiding this case study. They have guided me at every step, clearly explained the objectives, the problems statements, technical concepts and terminology to make my case study a success. They always extended a helping hand and spent their valuable time to explain the problems that ever obstructed my path. Working in Tata Steel has not only been a learning experience on technical aspects but there were many other things, which could only be experienced in organization of such repute. Their work culture, discipline, employee’s devotion towards their job and company are extraordinary. Thanks a lot to all those who helped me directly or indirectly during the completion of this case study and special thanks to the associates of Skin Pass Mill and Roll Shop of cold rolling mill Tata steel. Chandra Prakash ABSTRACT This case study deals in reducing Work Roll consumption of Skin Pass Mill of cold rolling Mill. Cold Rolling is a Process by which hot rolled strip or stock is introduced between rollers and squeezed or compressed to the desired thickness. The quality of work rolls that come into direct contact with the steel product has a direct effect on product quality and mill operation. At the time of taking up this case study, Roll cost was one of the major operational cost element for Skin pass Mill & due to increase in global Roll prices its contribution increases from 15 % of total conversion cost to 22 % of total conversion cost . In the mean time there were some additional problem associated with work roll grinding & operational practices at Skin pass mill which showing variability in the process of Roll grinding & Skin passing. This case study deals in bringing improvement in the work roll consumption of Skin pass Mill by using Six Sigma techniques (Define-Measure-Analyse-Improve & Control). Statistical methods are used to analyse the data and pin point the vital causes impacting the work roll consumption of Skin Pass Mill. Regression analysis & trial plan conducted during finalizing optimal and feasible solution, as this case study deals in improving standard operating practices & reducing variability within the process of roll grinding & skin passing. CONTENTS PAGE NO ABSTRACT 4 CONTENTS 5 LIST OF FIGURES 8 LIST OF TABLES 10 NOMENCLATURE 11 CHAPTER 1 INTRODUCTION AND LITERATURE SURVEY 1. 1 INTRODUCTION 12 1. 2 BASIC OF COLD ROLLING 15 1. 3 SKIN PASS MILL 16 1. 3. 1 OVERVIEW OF SKIN PASS MILL 18 1. 3. 2 PURPOSE OF SKIN PASSING 19 1. 4 ROLLS & THEIR REQUIREMENTS 25 1. 5 ROLL GRINDING PROCESS 31 1. 6 ROLL TEXTURING PRACTICES 35 . 7 SIX SIGMA APPROACH 41 1. 7. 2 SIX SIGMA IMPLEMENTATION 41 1. 8 PROBLEM DEFINITION 44 1. 9 OBJECTIVE OF CASE STUDY 45 CHAPTER 2: ANALYSIS OF THE PROBLEM PAGE NO 2. 1 INTRODUCTION 46 2. 2 BRAIN STORMING 46 2. 3 PARETO ANALYSIS 47 2. 4 INDIVIDUAL AND MOVING RANGE GRAPH 50 2. 5 MOODS MEDIAN TEST 52 2. 6 CAUSE EFFECT DIAGRAM 57 2. 7 OUTCOME OF ANALYSIS 60 CHAPTER – 3 METHODOLOGY TO ACHIEVE OBJECTIVES 3. 1INTRODUCTION 61 3. 2 PREPERATION OF ACTION PLAN 62 . 3 NORMAL GRINDING TRIALS & ACTION 62 3. 4 CRACK GRINDING TRIALS & ACTIONS 63 3. 5 SKIN PANEL ROLL GRINDING 63 3. 6 OPERATOR VARIABILITY 64 3. 7 ROLL CHANGE DUE TO ROLL ROUGHNESS 64 3. 8 SCH EDULING MODIFICATION 65 3. 9 ROUGHNESS PREDICTION MODEL 66 CHAPTER – 4 RESULTS AND DISCUSSIONS PAGE NO 4. 1 INTRODUCTION 68 4. 2 BEFORE AND AFTER COMPARISSION 68 4. 3 DISCUSSION ON RESULTS 71 4. 4 RESULTS 72 4. 5 CONTROL PLAN 73 . 6 SAVINGSCALCULATION 74 CHAPTER – 5 CONCLUSION & FUTURE SCOPE 75 REFERENCES 76 List of Figures Page No 1. 1 Skin Pass Mill & Tandem Cold Mill Photograph 12 1. 2 Line layout of cold rolling mill 14 1. 3 Skin Pass Mill Tata steel 16 1. 4 Tensile test graph before skin Passing 20 1. 5 Tensile test graph after skin Passing 22 1. 6 Luder band 24 1. 7Correlation between Roughness & peak count28 1. 8 Skewness of Surface28 1. 9 Surface measured at EDT m/c Tata steel 29 2. 0 Waviness Roughness & form of surface30 2. Roll Grinding M/c at Cold Rolling Mill 32 2. 2 EDT Vs Shot Blast Roll 37 2. 3 Effect of time & temp on surface texture38 2. 4 Effect of –ve polarity on surface texture38 2. 5 Roll texturing m/c at Cold rolling mill40 2. 6 Work roll consumption trend at skin pass mill 44 2. 7 Pareto chart for SPM Work roll grinding 49 2. 8 X bar & moving range chart for normal grinding 50 2. 9 Box plot for different operator at Roll Shop 54 List of Figures Page No 3. 0 Capability histogram for normal grinding 55 3. 1 Roll tonnage trend at skin pass Mill 56 . 2 Abnormal roll change trend at skin pass mill 57 3. 3 Cause & effect diagram for roll change due to low Ra 58 3. 4 SPM Work roll consumption trend before case study 68 3. 5 SPM Work roll consumption trend before case study 69 3. 6 Capability histogram before case study 69 3. 7 Capability histogram after case study 70 3. 8 Trend of abnormal roll change at skin pass mill 71 List of Tables Page No 1. 1 Roll roughness detail of tandem & skin pass mill 26 1. 2 Roughness Accuracy detail of texturing m/c 27 1. Selection of peripheral speed 31 1. 4 Standard Stock removal specification 33 1. 5 Grit size for different Roll 34 1. 6 Action on Grinding wheel on various condition 34 1. 7 Structure of grinding based upon requirement 35 1. 8 Grinding data for skin pass mill work roll 49 1. 9 Data capturing sheet51 2. 0 Operator variability matrix52 2. 1 Regression test result53 2. 2 Abnormal Roll Change detail at Skin Pass mill56 2. 3 Prioritization matrix for roll change reasons 57 2. 4 Scheduling Example of skin pass mill59 2. Normal Grinding trials & findings62 2. 6 Crack Grinding trials & findings63 2. 7 Modified Scheduling Example 65 2. 8 list of parameter effecting roughness 66 2. 9 Results of case study 72 3. 0 Control Plan for reducing work roll consumption 73 3. 1 Saving of the case study 74 NOMENCLATURE TCM – Tandem Cold Mill SPM – Skin Pass Mill M/c, m/c – Machine EDT – Electro Discharge Texturing Ra – Average Roughness CRM – Cold Rolling Mill IMR – Individual Moving Range TDC – Technical Delivery Condition ECT – Eddy current testing CRMIS: Cold Rolling Mill Information system PLTCM: Pickling line tandem cold Mill YPE: Yield Point Elongation SPM: Skin Pass Mill BAF: Batch Annealing Furnace ECL: Electrolytic Cleaning line RCL: Recoiling line NSC: Nippon Steel Corporation CRCA: Cold Rolled Closed Annealed CHAPTER 1 INTRODUCTION AND LITERATURE SURVEY 1. INTRODUCTION This chapter gives information about cold rolling mill, Skin Pass mill, Roll grinding, and Roll texturing process . It also describes about six sigma tool & its implementation at the end it describes objective of the case study. Cold Rolling is a Process by which hot rolled strip or stock is introduced between rollers and squeezed or compressed to the desired thickness. Amount of strain introduce determines the properties of the finished product. Following are Purpose of Cold Rolling ? Good formability ? Superior surface finish ? Reasonable strength ? Close dimensional tolerance Fig 1. 1 Tandem Cold Mill Tata steel Skin Pass Mill Tata steel Cold Rolling Mill complex has been commissioned at TATA STEEL works in the year 2000. The total output of the Cold Rolling Mill complex consists of 0. 96 mt of cold rolled and annealed products and 0. 5 mtpa (Million Tonne Per Annum) of cold rolled and galvanized products. Hence, the total installed capacity of this unit is approximately 1. 5 million tons per annum. The range of thickness and width of these cold rolled products are 0. 3 to 3. 2 mm and 800 to1560 mm respectively. The primary input material to the cold rolling complex is a hot rolled coil. The cold rolled products are broadly under the categories: ? Annealed coils ? Galvanized coils ? Cold rolled full hard coils. The cold rolled products from the Cold Rolling Mill complex are designed to cater to various market segments such as construction, general Eng. , automobile, white goods, packaging and others. CRM Process flow at Tata Steel Pickling (to remove oxides and scales) Cold rolling in tandem mill to achieve desired thickness Electrolytic cleaning line to clean the surface dirt. Batch annealing furnace for internal stress relieving Skin passing to remove luder bands, develop mechanical properties, Impart desired surface finish; improve flatness, Inspection, finishing, dispatch Sub Section of Cold Rolling Mill ? Pickling Line &Tandem Cold Mill (PL-TCM) ? Batch Annealing Furnace (BAF) ? Electrolytic cleaning Line (ECL) ? Skin Pass Mill (SPM) ? Galvanising Line ? Recoiling Line (RCL) ? Coil Packaging Line (CPL) pic] Fig 1. 2 Line lay out of Cold Rolling Mill Tata steel 1. 2 Basic of Cold Rolling Mill Following are the basic Processes ? The Hot Strip Mill sends the hot rolled coils (thickness 2 to 6 mm width and 800-1560 mm) to the Cold Rolling Mill Complex for processing. ? First the hot rolled coils are passed through the Pickling section containing Hydrochloric acid, in order to cl ean the surface of rust & scales, making them ready for cold rolling. ? The Trimming Section where the edges of pickled hot rolled coils are trimmed( if necessary) ? The coil is then fed into the main mill, viz. Tandem Cold Mill with five mill stands, each having three pairs of rolls in the five stands which bring down the strip thickness in a controlled manner to the desired target value of (0. 3mm to 3. 2 mm). ? This completes the process of cold rolling or rolling at ambient temperatures. ? From here the two-third of the product goes to Electrolytic cleaning line, where generally two process takes place and they are Predegressing and electrolytic cleaning with the help of NaOH, after this the sheet is washed with high pressure steam to remove the bubbles of NaOH from the surface. Then the coil is dried in the hot drier. ? The coil comes to Batch Annealing furnace directly from Electrolytic cleaning line where they are stacked covered and heated in a closed hood in a 100% hydrogen atmosphere. This process improves the mechanical properties of the strip. ? The Skin Pass Mill takes care of the coils annealed in Batch Annealing furnace by passing them through a single stand high-speed mill with two pairs of rolls. The objective is to impart the correct surface texture and to control the mechanical properties as per customer requirement. The coils are properly oiled for rust protection and recoiled in the Recoiling Lines (RCL 1, 2 & 3) for inspecting the surface. ? The remaining one- third part of the production from PLTCM goes to the Galvanising Lines (1 & 2) where coils are again cleaned, rinsed, dried, L-annealed/heated and taken through a Molten zinc bath for a continuous uniform coating of zinc. This zinc coating helps give a sacrificial layer on the cold rol led strip for corrosion protection. The Continuous packaging line takes care of the packing requirement of the coils as per the customer specifications. 1. 3 Skin Pass Mill [pic] Fig 1. 3 Skin Pass Mill Tata steel front view Skin pass mill: Annealed coils are given a small cold reduction (typically around 1-3 %) in the skin pass mill. This operation results in the right surface roughness imparted on the strip surface as per the customer specifications. In addition, a metallurgical defects known as stretcher strains are eliminated, and also the flatness of the strip is improved. The basic operation done in the cold rolling mill is the wet temper rolling as a cold rolling finishing which is the final process in the integrated steel production, where all materials received from the cold rolling process are processed into the final products with required properties through cleaning, heat treatment and then temper rolling. As this process is closely related to user requirement for mechanical properties, surface properties, size etc. many detailed operation standards are required (annealing surface, size change). This process is quickly adaptable to shape correction reprocessing etc. ut there are many operations which require human hands, as compared with cold rolling. As skin passing is the final process of the integrated steel making operation, the information obtained from this process must be completely fed back to the processes on the down stream side of the steel making furnace. This process is located closest to users and achieving in line quality to meet the user requirements must guaranty the quality. The feed back of information to the preceding processes to be reflected in production is very important. The temper rolling operation falls into three types as shown below: Operation using water-soluble rolling oil Operation using oil-soluble rolling oil Operation in with no rolling oil is used (Dry rolling). Each type of rolling operation has both advantages and disadvantages. The type of rolling operation must be selected in due consideration of the ease of temper rolling, the ease of operation and rust preventive at downstream process at customers end. The surface of roll to be used for temper rolling is mat-finished by shot blasting of steel grit or Elector Discharge Texturing (EDT). This finish is widely as it ensures good paint ability. When the working rolls are ground, the roll surface is bright- finished to about Ra (0. 05 µm) by using a grinding wheel of small grain size. The surface roughness of the strip rolled by bright-finished rolls is below Ra(0. 35 µm), which is suitable for prime coating Generally, the surface finish condition of strip in the temper rolling process is controlled in terms of the surface finished of work rolls only. For confirmation of this condition, the roughness and look of sheet surface after temper rolling is Checked at regular intervals. Temper rolling oil used is mainly applied to thick products, using dull-finished work rolls. The majority of rolling oils used for this rolling are sodium nitrite-based oils. The concentration of sodium nitrite is 5 ( 10% oil-soluble temper rolling oils higher rust preventive power to meet required uses have been developed and put into practical use. 1. 3. 1 OVERVIEW OF SKIN PASS MILL Skin pass an overview ? Single stand mill ? 4- High wet skin pass non-reversible mill ? Capacity: 1mtpa ? Line speed: 900mpm ? Thk range: 0. 3-3. 2 mm ? Width range: 900-1580 mm SPM Equipment ? Main drive-3 ? Mill stand rolls-4 ? Auxiliary roll-8 ? Oiling system ? Fume exhaust system ? Hydraulic gap control system ? Elongation control ? Low pressure hydraulic system ? Quick roll changing car ? Auto tempered car ? Back up rolls polishing ? Unique Features of SPM ? Higher productivity. ? High degree of accuracy- elongation control ? Surface cleanliness- wet skin pass ? Eco fr iendly fume exhaust ? Automatic quick work rolls change & pass line 1. 3. 2 PURPOSE OF SKIN PASSING ? Improvement of mechanical properties of material ? Shape correction Adjustment of surface properties (roughness) ? Apply rust preventive oil (optional) ? Improvement of mechanical properties of material ? Elimination of yield point elongation ? Improvement of formability by decreasing the yield point ? Improvement of other mechanical properties The skin passing of material has to be done with optimum parameters such that the purpose of skin passing is met. Ideally the skin passing has to be done in such a way that alternate grains are strained by which we will get 50% strained surface grains and 50% strain free surface grains. Upper yield point Stress Yield point elongation Lower yield point Strain Fig 1. 4 tensile test graphs before skin passing Yield point elongation is a well-known phenomenon in low carbon steel. After the elastic portion of the stress strain curve (a schematic engineering stress-strain curve is shown in the above figure) the load drops at upper yield point. At lower yield point this drop becomes steady, but a continuous series of fluctuation appears in the stress strain curve. This is commonly known as yield point elongation. After this stage, the curve becomes smooth again. Reason: The reason behind this phenomenon is the alternate locking and unlocking of dislocations by the interstitial atoms (C and N) in steel matrix. C and N atoms form interstitial solid solution and these have natural affinity for locking the dislocations. The locked dislocations cannot move freely, which restricts deformation of the material. The deformation of the material is actually caused by movement and multiplication of dislocations. The deformation stops when the dislocations are not free enough to continue their movements, and further application of load in this situation causes crack generation and failure. After cold rolling and annealing, a low carbon steel strip is supposed to undergo a forming operation. However, this forming becomes difficult if the dislocations are pinned down by the interstitial solute atoms. The annealing treatment provides ample opportunity for the dislocations to move freely and sit at the thermodynamically favourable sites, where the solute atoms pin the dislocations and kill their mobility. This is commonly known as Cottrell atmosphere. Now, if the material is subjected to a tensile load, the stress strain curve will show a serration, i. . alternate load drop and load jump, just after the yield point. Load drop indicates that the dislocations are pulled off from the solute atmosphere, coupled with generation of fresh dislocations under the external force, and load jump indicates that the momentarily free dislocations are again encountering with the solute atoms. This actually constitutes the stage of yield point elongation. Due to the pinning effect of the s olute atoms, the dislocation multiplication sources also become active, which generates fresh dislocations. After this stage, when sufficient fresh dislocations are available for continuing deformation, the stress-strain curve becomes smooth again. This yield point elongation (YPE) is absolutely detrimental as far as the formability of the material is concerned. It creates Luder bands or stretcher strain marks, which finally leads to failure of the component. These bands are visible on the strip surface. When a test specimen exhibits YPE during its tensile testing, these bands appear on the specimen surface, starting from middle (where necking starts) and spreading towards the ends, at an angle of approximately 450 to the tensile axis. YPE elongation continues till the entire specimen surface is covered by the Luder band formation, then smooth plastic deformation starts. Here comes the role of skin passing. Since YPE, after batch annealing, cannot be avoided, a skin depth deformation is given to the just annealed steel strip. This skin depth deformation actually overcomes this region of the stress-strain curve. Sufficient number of dislocations is pulled off from the solute (C, N) atmosphere, at the same time fresh dislocations are generated, which is sufficient for facilitating the forming operation at the next stage. If the material, in skin passed (or temper rolled) condition, is subjected to tensile testing, the stress strain curve will not show any YPE and the plastic deformation will take place without a sharp yield point, as shown in the figure below. That is what precisely desired for drawing or deep drawing grade material. If this skin passed material is left unused for a sufficiently long time, or subjected to a brief heat treatment at a low temperature, the YPE reappears once again. The YS value also goes up and ductility of the material drops. This phenomenon is known as strain aging. UTS YS Stress Strain Fig 1. tensile test graphs after skin passing From the discussion made so far, it is clear that the locking of dislocations are related to the two important factors, one is movement of dislocations, the other is movement of interstitial solute atoms. Therefore diffusion has a very important role to play. If the testing is carried out at room temperature, the mobility of dislocations un der the action of external load is more than the mobility of solute atoms. If the similar test is carried out at a higher temperature, the mobility of the solute atoms increases, and movements of dislocation and solute atoms may be comparable. Such a situation would give rise to an interesting phenomenon called dynamic strain aging, where the solute atoms keep on interacting with the dislocations and the entire stress strain curve (after elastic limit) shows serration. Since YPE is directly related to the concentrations of C and N atoms in steel, the extent of deformation (known as temper elongation) to be given at skin pass mill (SPM), which is a critical factor, varies with steel composition. The magnitude of temper elongation should be high for higher C content. For instance, the temper elongation in case of CQ material should be higher than that in case of EDD grade. If the temper elongation is less than the required amount, the material will show stretcher strain marks during forming. If temper elongation is higher than the required amount, the strength of the material will increase. This is not desirable, particularly for the softer grades like IF and EDD, because the strain hardening exponent value is higher for these grades, compared to that for ordinary CQ material. Theoretically speaking, IF or interstitial free deep drawing grade steel should not require any skin passing. The reason is that the C and N concentrations are kept very low in this grade (of the order of 30 ppm). In addition, presence of Ti in this steel promotes the fixing of C and N atoms in form of carbide and carbonitiride precipitates, thereby creating a condition so that the Fe matrix becomes virtually free of interstitial solute atoms. Such a condition favours the easy movement of dislocations without any hindrance, and this steel has been established as the highest formable grade, with maximum deep drawability and ductility. In practice, IF grade steel is subjected to skin passing with a small magnitude of elongation, and, of all grades, it requires minimum temper elongation. The skin pass depends on Yield strength of the material in the following way: Lower the skin pass (roughly less than 0. 6 %), the material will have the tendency to show Bauschinger’s effect. Higher the skin passing (above 1. 5%) the material will be over strained. That’s the reason why the skin passing for a given YS, has to be done with the optimum reduction such that the material does not get into either of the problems stated above. Also percentage reduction increases with increasing YS to get the optimum properties. Parameters on which Skin pass Load depends: Grain Size: Higher the ASTM grain size number (finer the grain), higher is the skin pass load. Speed: Increasing the speed of skin pass mill will require higher load for the same reduction Diameter of work roll: Larger the diameter of the work rolls, higher is the roll force required to remove stretcher strain. Roughness of the strip from Tandem Cold Mill: The incoming coil has got some roughness values because of the final finishing in stand number (5) of tandem Cold Mill. Many times to high roughness of the incoming strip to Skin Pass Mill and the requirement of Average roughness values on the surface in the ranger of 0. -1. 2 microns for most applications, the peaks are knocked off during skin passing which is detrimental from forming and image clarity point of view. The best practice for this should be keeping as low roughness as possible on the strip surface after tandem cold mill (of course sticker formation during annealing in Batch annealing furnace has to be kept in mind), a nd imparting higher roughness on the work rolls in the skin pass mill. 1. 3. 3 THEORY OF SKIN PASSING When the annealed mild steel sheet is preformed, surface markings, called stretcher strains markings, appear on deformed parts. Stretcher strains are also called as Luder bands. The formation of these markings can be prevented by Skin passing the sheet by giving the sheet elongation of 1-2 % before Performing. LUDER BAND OR STRECHER STRAIN This band is formed with an angle of about 45 deg – 50 deg with respect to the tensile axis the markings formed between Upper and lower are called as â€Å"Luder Lines† or â€Å"Stretcher Strains† as shown in fig 1. 6 Tensile load Luder band Tensile load Fig 1. 6 Luder band 1. 4 Rolls & their requirement for Cold Rolling The performance characteristics of rolls used in cold rolling mill, both in Tandem Cold Mill(TCM) and Skin Pass Mill, are critical to mill productivity and to the quality and acceptance of the cold rolled products. With the rapid change in roll technology, roll management in cold rolling has become an area of utmost importance. The increasing requirements of critical surface finish and texture of flat rolled product has necessitated application of the state of art technology in roll preparation and roll inspection. Rolls also represent a significant investment and input to a value analysis of cost per ton rolled. The quality of work rolls that come into direct contact with the steel product has a direct effect on product quality and mill operation. A forged steel with a chromium content of 5 mass% has been conventionally used to meet the requirement of metallurgical structure homogeneity and high hardness for work rolls in cold rolling. Rolls having improved performance are strongly demanded. 1. 4. 1 Requirement from textured Rolls: 1. 4. 1. 1 Surface finish: Surface roughness is imparted to Work Rolls which are used in 5th stand of Tandem cold mill and to the work rolls of Skin Pass Mill. The primary requirement of surface roughness for tandem mill rolls is to prevent stickers in the next process i. e. batch annealing. The surface roughness on Skin pass mill is guided by the requirement of surface roughness on Cold rolled strip which is based on its end use. Ra is the universally recognized and most used international parameter of roughness. It is the arithmetic mean of the departures of the profile from the mean line. Ra = 1/L {y (x)}dx For a typical application of auto grade the Ra value in strip ranges from 0. 8 to 1. 2 micron. The final roughness on SPM roll is decided based on the transfer ratio of roughness from roll to strip (ranges from 45-60% based on mill parameters). A typical transfer plot and the values of roughness is shown in table 1. 1 Table 1. 1 Roll Roughness detail of Tandem cold mill & skin pass mill Work Roll |Tandem Cold MILL Work Rolls |Skin Pass Mill Work Rolls | |Average roughness |PPC |Average roughness |PPC | |3. |75 |3 |120 | |4. 0 |70 |3. 0 |96, 118 | |4. 5 |65 |3. 5 |80 | |5. 0 |60 |4. 0 |70 | The distribution of surface roughness over the roll body is also of importance to ensure consistency of surface roughness over the strip widths produced in a campaign. The ROLLTEX Electro discharge texturing process of Sarclad machine produces a texture to the capability as mentioned in table 1. 2. Roughness Definition: Roughness is defined as the finer irregularities of the surface texture that usually result from the inherent action of some production process such as machining or wear. Roughness features are typically in the sub micron range. Continuously recurring, irregular depressions and elevations on the surface of the coil are known as roughness. Rough coil surface is usually caused by severe roll groove wears surface roughness can also be caused due to corrosion if the rod is stored for lengthy periods in damp or corrosive atmospheres. The degree of roughness can be determined by microscopic examination or with Ra meter. Surface roughness has two main attributes: Roughness height or depth, and Lateral dimension. Roughness heights of the structure on polishing or machining surface are frequently measured as a root mean square roughness. The units of roughness are angstroms or nanometres for smoothers surface ‘lim' and micrometers â€Å" µm† for rougher surface. Lateral dimensions frequently and called surface spatial wave lengths are measured in micrometers. A rough surface is usually described in terms of its deviation from a smooth reference surface. Some conventional methods for surface measurement are optical microscope, scanning electron microscope and transmission electron microscope. These can be used to produce topographic maps of surfaces. Today laser scattering technique has become more common. Ra value: Average/mean height of surface peaks and troughs over a reference length indicates an overall profile of the sheet surface, dullness or brightness. Roughness is imparted to the rolls by Electro discharge texturing method Table 1. 2 Roughness accuracy detail of texturing m/c |Sno |Range of roughness value |Accuracy of surface produced (Ra) |Accuracy of surface produced (PPC-peaks per | | | | |centimetre) | |1 |0. to 6. 0 micron Ra |+/- 4 % of mean Ra |+/- 4 % of mean PPC | |2 |6. 1 to 10. 0 micron Ra |+/- 5 % of mean Ra |+/- 5 % of mean PPC | |3 |>10. 1 micron Ra |+/- 6 % of mean Ra |+/- 6 % of mean PPC | 1. 4. 1. 2 Peak Count: It is the measurement of number of peaks in the specified length over a particular bandwidth (normally 1 micron). A profile peak is the highest part of the profile between an upwards and downwards crossing of the mean line. The exposed auto body panels typically require 100 ppi on the Cold rolled sheet. The transfer ratio of peak counts from roll to the strip ranges between 60-70%, based on again the rolling conditions. Figure 1. 7 shows the correlation between the roughness of the surface & the peak counts. Fig 1. 7 Correlation between roughness & peak counts Stability of the surface profile: The textured roll is required to give a consistent transfer of roughness and peak count on the strip while rolling. During rolling the surface experiences wear of the peaks and the roll is Fig 1. 8 Skewness of surface discarded after a certain tonnage, determined based on the cut-off point of surface requirement on the strip. To assess this requirement of surface stability, metrology experts and certain European instrument manufacturers have devised surface texture height parameters, which can be analysed by a Data Processing Module (DPM), supplied separately by the surface finish tester manufacturers. Out of various parameters used in this analysis, the most commonly used is Rsk (Skewness) and tp % (known as bearing ratio). Rsk is the measure of the symmetry of the amplitude distribution curve about the mean line. As shown in figure 1. 8 if Rsk is negative the surface peaks are higher, which is prone to a large drop in surface finish during the initial rolling. Based on the practical experience of cold rollers over the world, a slight positive value is preferred. A typical surface plot after texturing a surface to roughness value of 2. 93 micron in Sarclad EDT machine and measured by DPM is shown in Figure 1. 9 Fig 1. 9 Surface measurements done on Tata EDT-Skin Pass Mill roll. The Bearing ratio (tp%) is a measure of the length of bearing surface (expressed as a % of the assessment length), where the profile peaks have been cut off at a line which runs parallel to the mean line of the profile. The line defining the bearing surface can be set at a selected depth below the highest peak or at a selected distance above or below the mean line of the profile. When this line is set to the depth of the largest profile valley, the tp is 100% because the entire profile is above the bearing line. By plotting the tp value against depth below the highest profile peak between the 0% and 100 % limits, the bearing ratio (known as Abott- Firestone curve) curve is obtained. Figure 1. 9 shows the bearing ratio curve against a particular value of Rsk. 1. 4. 1. 3Waviness: Most surface profile results from the combined effects of roughness, waviness and form as shown in figure 2 Waviness parameters are produced by passing the data of the surface measurement through a low pass filter, so that longer wavelengths than the cut-off are included. The waviness, Wa is calculated from the resulting profile. Fig 2 Waviness, Roughness and Form of a surface Wavelengths in the roughness category < 800 micron are covered or filtered out by painting, in the end application of the CR strip. Wavelengths >800 micron defined as â€Å"Waviness† remain or are enhanced after painting and contribute to poor Distinctness of image or image clarity. If Wa is held below 0. 6 micron, irrespective of the Ra, then those wavelengths >800 micron have only a marginally adverse effect on Distinctness of image. Samples of sheet produced by tandem/ temper mill rolls textured by the Rolltex EDT process consistently show levels of Wa

Promotion of Effective Communication †Workbook Essay

Question  1 Look at your company’s policies and procedures on completing records and maintaining effective communication, what is your role? Answer: I browsed and read my organisation’s policy regarding the service user’s rights and those legislations which promotes equality, diversity, and discrimination. a. Each service user has a right to information regarding their care service that does not discriminate on the basis of race or ethnic origin, creed, colour, religion, political affiliation, disability or impairments, marital status, parenthood, sexual gender or sexual orientation. b. Each service user has the right of access to their personal care records and to comment on them accordingly. Service users have the right to appoint an advocate to make their wishes and preferences known if they are unable to do so. c. Each service user has the right to be assured that no personal or confidential information concerning their affairs will be disclosed to a third party without their express permission. d. Each service user has the right to communicate using their preferred methods of communication and language. When completing records and reports look through your staff hand book or induction pack you were given at work and explain any rules and regulations or policies you need to follow when completing records and reports at work some of which might include: †¢ Records should be completed as soon as possible after the event †¢ Details should be accurate †¢ Details should be relevant †¢ Details should be legible †¢ Details should clearly indicate if it is a fact, opinion or hearsay. Opinions are acceptable as long as it is clearly stated as such. †¢ Always record as little as possible but detailed and as much as necessary. 2, 3, 10, 11 Describe ways that you provide support to individuals to communicate their needs. How might your communication alter with different individuals ? What aids might be used to support effective communication ? Answer: To support individuals and key people to communicate their needs you will need to: a. Arrange the individual’s environment to facilitate effective communication and promote understanding. This can be done by ensuring privacy going into a quiet room, if the area is noisy because of the volume of a radio or television it needs to be reduced. Poor lighting in the room needs to be changed and some more that you can think of. b. As a care worker you need to check that the individual have the appropriate support to communicate their views. This could be making sure the individual who uses glasses and an hearing aid is supported by making sure the glasses is at client’s reach or that hearing aids is switched on and working properly. c. Appropriate styles and methods of communication should be used with respect to the individual. Such as: Active listening – showing be gestures that you are listening, sitting or standing half turned away gives the message that you are not listening. Responding appropriately – nodding your head.  Good body language and maintaining eye contact – Leaning forwards can be used effectively when you want to emphasize your interest or support. The methods that can be used to communicate effectively are: a. Support equality and diversity †¢ This can be done by using appropriate language that the service user understands also using the appropriate register of language, for instance not using phrases that could be referred to as jargon. Another method is to use the appropriate way of speaking within a speech community. For instance communicating with young people may mean using their style of language e.g. what’s up with you, hello mate. †¢ Provision of communication aids and use of non-verbal communication if service user has hearing or vision impairments or learning and physical disabilities. b. Are effective when dealing with, and challenging discrimination †¢ Working with key people demands that you communicate in a language that they understand and also using simple words. For example the use of clinical words that is not commonly understood would not be necessary if you know they are not familiar with them. †¢ Sometimes we come across people who cannot understand us for one reason or the other instead of ignoring them it would be helpful to source a skilled interpreter but we still need to make effort to communicate with the person by learning some of the ways of communication or a few useful words from their language. The methods to support individuals to communicate are: Ensure environment is suitable (lighting, noise background) Provide interpreter if necessaryAllow sufficient time for individuals to understand the content of communication. Use relevant aids for communication (e.g. cards, symbols, hearing aids, large print) Provide advocate to speak for a service user Ensure written material is in suitable formats or language. Specific aids that may be used to support effective communication : Aided communication is communication supported or replaced by materials or equipment. There are simple materials or equipment used everyday such as a pen and paper to write messages, alphabet charts, pictures or symbols or photographs. Communication aids can be categorized into 3 broad groups: Symbolic Aids This is commonly the use of signs and symbols, it requires individuals to undertake a form of training on the correct forming of signs used and types of symbols: †¢ British Sign Language – used as a communication aid for individual with hearing loss. †¢ Makaton – used as an aid to support speech and not intended to replace it. †¢ Picture Exchange communication systems (PEC) – This aid helps individuals to be independent as they able to exchange a picture for what they want from a compiled album of pictures. †¢ Deaf – Blind manual alphabets – Slightly modified version of the BSL. Finger- spelling alphabet is used. Technical Aids †¢ Talking microwaves – usually for individuals with sight loss †¢ Computers – which read out the text on the screen. †¢ Light writer – this is a portable device into which the individual types in what they would want to say. Human Aids †¢ Interpreter – is a person who supports the communication between two people who do not have the same language. This also includes the sign language. †¢ Translator – is a person who changes the written word into an easier format for the individual to read. This could be into Braille or symbols. †¢ Advocate – This is someone who speaks on behalf of an individual when they are not able to do so. 4, 5, 19 In relation to the promotion of effective communication, give examples of what you do to maintain the following laws and guidelines: a) Data Protection Act b) Access to Health Records Act c) The General Social Care Council Code of Conduct d) Standard 37 National Minimum Standards for Care Homes e) Caldicott Report Answer: a) To maintain Data Protection Act it is necessary to complete the records as soon as possible after the event and always record as little as possible but detailed and as much as necessary; to make sure that the details are accurate, relevant and legible and that they clearly indicate if it’s a fact, opinion or hearsay. Another important thing is that opinions are acceptable as long as it is clearly stated as such. The information shared by the individuals must be confidential to ensure data protection. In case that the information suggests that the client is under risk, the consent of the individual needs to be obtained before passing the information to an appropriate member of the staff, and even when the consent is not given it becomes important to report. b) To maintain the Access to Health Records Act I have to make sure that the records are accurate, legibly written, shareable so that the information can be used to provide individuals with the support and care required. The  members of a care team are fully informed of new developments and changes in a client’s care plan and the evidence of the actions taken in specific circumstances are available if the need arises. I can access information and records about an individual by: talking to the service user, accessing previous records after permission has been sought from the appropriate person, talking to colleagues who know the individual, to family members or to other professionals c) To maintain The General Social Care Council Code of Conduct, as a social care worker, I must establish and ensure the confidence of service users and carers. This includes: communicating in an appropriate, open, accurate and straightforward way; respecting confidential information and clearly explaining agency policies about confidentiality to service users and carers. I must be accountable for the quality of my work, I have to maintain clear and accurate records required by procedures established for my work. 6,7 Where can you find out about an individuals communication and language needs, information about communication and language skills to improve your practice ? Answer: I can find out about an individuals communication and language needs by asking my manager or the service user, discussing with other care workers who know the individual, talking to family members, to a speech therapist or other professionals for advice, exploring the internet or consulting a library for more information. In order to improve my practice, I can find out about information, communication and language skills by asking my supervisor or manager, or colleagues who have confronted with similar cases. I can also consult the case notes of the individual, or relevant documents provided by the organization that will help me learn how to communicate effectively – for example the induction manuals, search for information via the internet or specialist organizations for the particular condition, attend relevant training courses to communication, supervision and appraisal sessions. 9  What factors may affect communication skills, abilities and behaviour of an individual ? How may they react as a result of these factors? Answer: Factors that can affect communication skills, abilities and behaviour of an individual are: – Physical Impairments – visual and hearing – Language barriers – accents, different language – Cognitive or sensory impairments – learning difficulties, memory loss, – Illness – dementia, stroke – Environmental problems – poor lighting, noisy environments If this happens, the individual in question becomes withdrawn from others around them, isolated from others. This may affect his self-esteem and self-confidence negatively. That individual may also become confused, angry and frustrated. 12  If you were trying to have a conversation with an individual how would you arrange the environment and position yourself to communicate effectively? Answer: First of all, I have to make sure that there isn’t any background noise that could make the communication difficult. Then, another important step to achieve effective communication with individuals is arranging the environment to aid communication. Here are some factors that can hinder or disturb good communication: – Poor lighting, because individuals with poor sight are unable to see you – Background noise from the radio, other individuals, TV and so on – Obstacles between me, the care worker, and the individual, for example furniture and household items – Insufficient distance to keep appropriate space within me and the individual to avoid encroaching or invading on their personal space 13, 14  Describe some conflicts that might occur as a result of communication difficulties. How would you deal with these conflicts? Answer: Some of the conflicts that might occur as a result of communication difficulties are: individuals can become frustrated and isolated when the  communication between themselves and their workers is encountering problems. These problems or dilemmas are sometimes the result of: – a difference in the language spoken by the service user and the worker – the service user has visual impairments or hearing difficulties – the individual might have a physical illness or disability – either physical disability or learning disability. There are many ways to solve the conflicts that might occur. It depends on the nature of the problem. For example, for: †¢ Language differences: If there are conflicts due to language differences, then an interpreter will be appropriate for any serious discussions or communications. Efforts should be made to learn a few important words to communicate with the individual or teach the individual some words in the workers language if they are willing to facilitate communication. Non verbal communication will be an effective method in solving this kind of conflict. †¢ Hearing difficulties: Individual with hearing difficulties need to be assisted to ensure their hearing aids are working and fitted properly. It would be necessary that a worker will assist the individual to clean the equipment, change the batteries when appropriate. Workers will also need to give the client the appropriate space and communication pace that would make communication effective. If the need arises words can be written down for clarity. The use of signs and telecommunication services such as type talk service are very useful. †¢ Visual difficulties: Individual with visual difficulties need to be provided with glasses or contact lenses so they can observe non verbal communication. This will prevent misunderstandings during communication with people. †¢ Physical disabilities: Communications with individuals in this category will be according to the type of physical disability or illness. If the illness has affected the individual’s ability to speak and understand, for instance a stroke then the use of short, simple sentences, gestures, writing and drawing or using flash cards, the use of closed questions which only need â€Å"yes† or â€Å"no† should be useful. †¢ Some illness do not affect the client’s understanding, so there is no need to speak slowly but will need to be patient to receive a response as the client might have difficulty with their speech e.g. stroke. †¢ Learning disabilities: The method of communication will depend on the level of the disability. I will need to communicate at the pace and space suitable for the client. Physical contacts are of an advantage to be used along with  verbal communication. †¢ Cultural differences: People have different cultural backgrounds, therefore it is necessary to find out from the individuals their communication preferences or alternatively check their care plan records o r ask people such as their family, friends, colleagues or key people who have worked with them. 15, 16  When communicating difficult, sensitive or complex messages, how might your style of communication alter? What type of environment would be most appropriate for this sort of communication ? Answer: Communicating with individuals who are distressed or upset due to bereavement this could be sensitive, complex or difficult. In this situation, I will ask if the person would want to discuss any concerns with me or maybe another person of their choice. I can use non verbal communication while been a good listener such as making good eye contact with the individual as she talks, which will depict that I’m willing to listen. If the client is displaying a behaviour that dictates that they are able to put others or themselves at risk, then I might need to involve the attention of appropriate members of the care team. For this sort of communication, the environment must be comfortable and appropriate. I would come across times when I need to discuss matters with individuals that are referred to as sensitive issues. If an individual needs to discuss his personal needs with me, I have to ensure that he feels comfortable and encouraged to communicate these issues. On the other hand, I might want to discuss with the service user about their changing needs such as diet, incontinence, mobility and so on. Communicating bad news, like a bereavement of a spouse or close person to the individual will also require certain communication skills. The things that should take into account are: †¢ Remember individuals have a right to their privacy, therefore the immediate environment should be arranged to ensure privacy. For example a client’s bedroom or apartament should be free from visitors at the time. †¢ Individual’s preferred method of communication should be made available. †¢ Communication should be made at the pace of the individual, giving enough time for both of us to understand the content of the communication. †¢ Observe and respond appropriately to reactions fromà ‚  individuals. 17  Who do you need to gain permission from to access records and why ? Answer: I need to gain permission of my manager or client to access records. Accessing information will help me to improve my practice and also my responsibility. Within the organization there should be relevant documents to access information or if I work with individuals in their own home the care plan should contain useful information. 18  Define the following words: a) Fact b) Opinion c) Judgement Why is it important that you aware of the difference of these words when reporting and recording information about individuals ? Answer: a) A fact is a true statement that cannot be disputed, knowledge or information based on real occurrences; something demonstrated to exist or known to have existed. b) An opinion is a personal belief or judgment that is not founded on proof or certainty- it is the result of emotion or interpretation of facts, a subjective statement or thought about an issue or topic. An opinion may be supported by an argument, although people may draw opposing opinions from the same set of facts. c) A judgement is a cognitive process of reaching a decision or drawing conclusions. Judgments are also personal and developed from experience; they differ from person to person. For example, if a client is dying and all the symptoms and signs show the evidence, reports and records should show these facts. On the other hand if the client only refused to talk, people might have different opinions and judgments to explain the reason. Records and reports will need to be verified to deduce the correct and most suitable reason. It is important to aware of the difference of these words when reporting and recording information about individuals because I have the responsabiliy to provide seamless services for individuals, and this thing can be done only if the  information is correct, precise.