Economic Order Quantity model (EOQ) and the Just-In-Time model (JIT) Essay

1.0 INTRODUCTION It is very important that successful enterprises need efficient stock control management, especially in manufacturing companies and retail distribution. In business practice, we usually use many stock control models such as the Economic Order Quantity model (EOQ) and Just-In-Time model (JIT). The purpose of this report is to indicate the rationale of EOQ and JIT models and detailed to explain the effectiveness in practice of the two models. Moreover, I decided to take the McDonald company as an example, which illustrate JIT model is being applied by McDonald company. In this report, by serious study and literature review, combined with refer to relevant books, search useful information from internet and my personal idea. I have examined concepts of EOQ and JIT models. Followed by discuss the rationale of them, and illustrate effectiveness of the two models in practice that we may fully understand the importance of EOQ and JIT systems in company’s daily operation. Finally, use JIT system in McDonald Company is presented. 2.0 THE ECONOMIC ORDER QUANTITY MODEL AND JUST-IN-TIME MODEL 2.1 Definition 2.1.1 Economic Order Quantity model The Economic Order Quantity stock control model also called the economic lot size or economic production quantity, it affirms that â€Å"the optimal quantity of an inventory item to order at any time is that quantity that minimizes total inventory costs over planning period† (Horne and Wachowicz 1995, p.271). 2.1.2 Just-In-Time model The Just-In-Time stock control model â€Å"is an integrated set of activities designed to achieve high-volume production using minimal inventories of raw materials, work-in-process, and finished goods† (Aquilano et al. 2004, p.426). 3.0 THE BASIC ECONOMIC ORDER QUANTITY MODEL In 1913, F. W. Harris developed an EOQ model which has been applied widely. This model is being used in planning the purchase raw materials, and suppliers, and in planning purchases for wholesalers and retailers who resell products. 3.1 Assumptions of EOQ Model It is necessary to the inventory management that EOQ model is one of the most commonly approach. Use this model is relatively simple, however, according to Heizer and Render (2001, p.481), it must based on the following assumptions or conditions: Rate of demand is constant, known and independent. Lead time is certainty and constant, therefore, when the stock down to zero, the stock could be added at a precise time. Quantity discounts are impossible. The stock is immediate and complete. If ordered goods are in appropriate time, shortages can be prevent. Setup cost and holding or carrying cost are belong to variable costs. 3.2 The Objective of EOQ Model â€Å"The objective of the EOQ model is to determine the optimal quantity of inventory to order and the best time to place the order† (Dyclcman et al. 1990, p.630). In fact, the EOQ is balancing two inventory management costs: carrying cost and ordering costs. Dyclcman et al. argue (1990): Carrying costs include out-of-pocket costs such as storage, insurance, taxes and so on. Opportunity costs is related to the cost of investing capital in inventory rather than in other income-producing assets. Ordering costs include out-pf-pocket expenditures incurred every time an order is placed, such as handling, shipping, and so on. Dyclcman et al. (1990) make a further statement: Carrying costs and ordering costs demonstrate different cost behaviors relative to the level of inventory maintained. Carrying costs increase with the quantity of inventory maintained; ordering costs decrease with the quantity of inventory maintained. The more inventory kept on hand, the more storage, handling, and other such carrying costs are incurred. The larger the amount of inventory, the fewer number of orders needed to replenish the inventory and the smaller the amount of ordering costs. 3.3 Validity of the assumptions and model robustness Although the assumption of EOQ model shows highly restrictive, one advantage of EOQ model is that it is quite robust. As mentioned onwards, there are some assumptions will be dropped, like no quantity discounts, no shortages, no uncertainty in demand and lead time. On the other hand, â€Å"such as a constant demand rate and a constant holding cost per unit, can be violated somewhat without substantially reducing the accuracy of the solution† (Martinich 1997, p. 671). When the demand face seasonal changes, model can be changed to adapt to this situation. Martinich (1997) stated clearly: The important feature of EOQ model is that the function of total stocking cost is flat around the optimal order quantity. Estimating ordering cost per unit time and holding cost per unit time are very crucial, because they are not often very accurate. Therefore, the value computed for EOQ cannot equal the true optimal value. â€Å"However, because of the flatness of the total stocking cost function, even if the computed EOQ is 20%-30% different from the true optimal, the cost penalty is relatively small†(Martinich 1997, p.671). Robust is defined as â€Å"a model that gives satisfactory answers even with substantial variation in its parameters† (Heizer and Render 2001, p.486). As we mentioned above, it is difficult to decide accurate ordering costs and holding costs for inventory management. Thus, a robust model is very favorable and some errors do not cost us very much. This is because that the EOQ model is most convenient and it can accurately forecast demand, holding cost, and ordering cost is limited. 3.4 Fixed Order Point versus Fixed Order Interval Policy EOQ model is an approach of the fixed order point policy. According to Ellram et al. (1998, p.128): Throughout the ordering process, as long as the EOQ model was identified, a fixed quantity will be ordered every time. â€Å"An order is placed when inventory on hand reaches a predetermined minimum level necessary to satisfy demand during the order cycle.† An order will be generated through the automated inventory management system. Another reorder policy is the fixed order interval method. Use this method, we may set time interval, maybe every week. Under this method, many projects are bought by the same supplier. â€Å"A weekly order may be placed to reduce ordering costs and take advantages of purchase volume discounts and freight consolidation.† 4.0 JUST-IN-TIME PRODUCTION SYSTEM As we all know, the most effective stock management approach is JIT production control system over the past 50 years. The system is currently being used by many industries. 4.1 JIT Logic For the purpose of JIT system, it intend to use minimum inventories of raw materials, process of production, and finished goods to achieve high output. Need is based on the occurrence of product’s actual demand, otherwise nothing will be produced. Theoretically, if an item is sold, the market will pull a substitute in the system. â€Å"This triggers an order to the factory production line, where a worker then pulls another unit from an upstream station in the flow to replace the unit taken† (Aquilano et al. 2004, p.427). Then this upstream station pulls to further upstream and back to release of raw materials. To make this pull process more smoothly, JIT need high quality in every procedure, strong supplier relationships, and a very clearly demand for the final product. 4.2 Feature of JIT production system In JIT production system, Black et al. (1996, p.842) argue that it include three key features: 1). Operation of production line is based on demand-pull, as a result, each workstation’s activity is subject to the approval of the demand of downstream workstations. There are many approaches to use demand-pull feature, but the most common method is Kanban system which is the Japanese term for a visual record or card. Under Kanban system, use a kanban card to operate to authorized another operation to produce a given part of the special quantity. Black et al. (1996) provide an example: â€Å"suppose the assembly department of a muffler manufacture receives an order for 10 mufflers. The assembly department triggers productions of the 10 metal pipes it needs to make the 10 mufflers by sending a kanban card to the machining department, which then begins producing the pipes. When production is completed, the machining department attaches the kanban card to the box containing the mental pipes and ships the package downstream to the assembly department, which starts the cycle over again when it receives the next customer order.† 2). Each unit including the setup time and manufacturing lead time are minimized. When a product is prepare to begin in production line, then turned into finished products, the process of the elapse of the time is known as manufacturing lead time. Production of demand normally produced relatively small quantities, however, as long as setup times are small, it is cost-effective to produce product in small quantities. 3). If parts have defective and insufficient, the production line will cease operation. Each staff should attach great importance to reducing the occurrence of such problems like defective material parts. Conversely, under the traditional inventory management system, workers can ignore defective parts and continue to work because the inventory parts and work in process are huge. Hirsch et al. (1989, p.746) take a similar view, they have also added an important argument that total quality control (TQC) is often combined with JIT system. All the staff have become quality control inspection personnel, meanwhile, if products and materials are found to be not meeting quality standard, the production line should suspend operation. As long as this situation happened, it must be resolved as soon as possible. It means that workers have not impetus to ignore the fault in the early of production process stage, they had to stop their work process. 4.3 JIT Costing The fundamental difference between JIT method and other traditional methods is the treatment of the costs. According to Hirsch et al. (1989, p.746), under the traditional approach of costing, raw materials or reserves firstly get into an asset account, when they are transported. After these amounts are transferred into a work-in process account, they will be put into operation as raw materials. â€Å"Then, as the materials move from process to process they pass through a series of work-in-process accounts for each operation.† Eventually, when the product inventory through work-in-process account transfer to finished product inventory account. â€Å"With JIT the incoming materials are entered at cost directly into a material and work-in-process inventory account.† There is no series of work-in-process accounts for each process because there is very little work-in-process to account for. The value of material is diverted to finished product inventory account because the product has been completed. 4.4 JIT Purchasing In JIT purchasing, suppliers use the replacement principle of Kanban by using small, standard-size containers and make several shipments daily to each customer. JIT not only reduces in-process inventories by using Kanban, but also raw materials inventories are reduced by applying the same principles to suppliers as well. According to Frazier and Gaither (2001): the elements of JIT purchasing are as following: 1). Supplier development and supplier relations undergo fundamental changes. The nature of the relationships between customers and suppliers shifts from being adversarial to being cooperative. The Japanese call these relationships subcontractor networks and refer to suppliers as co-producers. 2). Purchasing departments develop long-term relationships with suppliers. The result is long-term supply contracts with a few suppliers rather than short-term supply contracts with many suppliers. 3). Although price is very important, delivery schedules, product quality, and mutual trust and cooperation become the primary basis of supplier selection. 4). Suppliers are encouraged to extend JIT approach to their own suppliers. 5). Suppliers are ordinarily located near the buying firm’s factory, or if they are some distance from the factory, they are often clustered together. This causes lead times to be shorter and more reliable. 6). Shipments are delivered to the customer’s production line directly. Because suppliers are encouraged to produce and supply parts at a steady rate that matches the use rate of the buying firm, company-owned hauling equipment tends to be preferred. 7). Parts are delivered in small, standard-size containers with a minimum of paperwork and in exact quantities. 8). Delivered material is of near-perfect quality. Because suppliers have a long-term relationship with the buying firms and because parts are delivered in small lot sizes, the quality of purchased materials tends to be higher. 5.0 THE EFFECTIVENESS OF EOQ MODEL IN PRACTICE 5.1 Examination of EOQ Assumptions In the practice of business arena, although EOQ model enable to generate many good results, many limitations of EOQ model is combined with its own assumptions. Schroeder (1993, p.592) argued as following: 1). In practice, demand is assumed to be constant, but in many cases demand is shifty. 2). The unit cost is assumed constant, in practice, however, normally if the purchase of large quantities, it will gain quantities discounts. â€Å"This case needs a modification of the basic EOQ model and is treated in the chapter supplement.† 3). The material in the lot is assumed to arrive all at once, but in some cases material will be placed in inventory continuously as it is produced. This case is also treated in the supplement. 4). A single product is assumed, however, sometimes several projects were purchased through a single provider. Meanwhile they are being shipped at one time. 5). Suppose the setup cost is static, as a matter of fact, it is always decreased. These assumptions have been pointed out to illustrate the limitation of the basic EOQ model, nevertheless it is useful approximation in practice. The formula at least â€Å"puts you in the ballpark†, provided the assumptions are reasonably accurate. In addition, the total-cost curve is rather flat in the region of the minimum. Therefore the EOQ can be adjusted somewhat to conform to reality without greatly affecting the costs. The EOQ formula can also offer insight into economic behavior of inventories. For example, traditional turnover arguments suggest that inventory should increase directly with sales if a constant turnover ratio is desired. Since turnover is the ratio of sales to inventory, a doubling of sales will allow a doubling of inventory if the turnover rate is held constant. But the EOQ formula suggests that inventory should increase only with the square root of sales. This indicates that it is net economical to maintain a constant turnover ratio as sales increase; a higher turnover is indeed justified. It is important for financial manager that fully understand limitations and assumptions of the EOQ model will offer a strong base of making stock management decision. 5.2 EOQ Model Extension Obviously, through the above discussion, some assumptions of EOQ model are impractical. In order to make this model more useful, it is necessary to extension for EOQ model. Besley and Brigham (2005, pp.602-603) state clearly: To begin with, if there is a delay between the time inventory is ordered and  when it is received, the company have to reorder before it use up inventory. To avoid this, the firm can carry safety stock, which means â€Å"additional inventory carried to guard against unexpected changes in sales rates or production/shipping delays.† The amount of safety stock a company holds generally increase with a) the uncertainty of demand forecasts, b) the costs (in term of lost sales and lost goodwill) that result from stockouts, and c) the chances that delay will occur in receiving shipments. The amounts of safety stock decreases as the cost of carrying this additional inventory increase. Moreover, a company should consider when determining appropriate inventory level is whether its supplier provides discounts to purchase large quantities. It is unrealistic to suppose that the demand for the inventory is uniform in the year, the  EOQ model should not be based on an annual to applying. More appropriate approach should divide the year into the seasons like the spring, the summer, the fall, and the winter which sales are relatively constant; then the EOQ model can be applied separately to each periods. 6.0 THE EFFECTIVENESS OF JIT IN PRACTICE In practice, we have already found that JIT system have its potential benefits and its problems. It is important to use that fully comprehension the merits and the problems of JIT system. 6.1 Typical Benefits of JIT Meredith and Shafer (2002, p.351) deem that JIT provide various advantage in real operation: Cost savings. There are many approaches to save cost. Such as inventory reduction, reduced scrap, fewer defect, less space, fewer changes due to both customers and engineering, decreased labor hours, less rework, reduced rework, and other such effects. Total savings range in the neighborhood of  20 to 25 percent, with significantly higher savings on individual categories such as inventory and defects. Revenue increases. Through high-quality product and satisfactory service to customers, revenue will be increased. Short lead time and rapidly reply to meet customer’s need lead to better margins and higher sales. The rapid research and development of new products and service will bring more revenues. Investment savings. Investment is saved through three primary effects. First, less space is needed for the same capacity. Second, inventory is reduced to the point that turns run about 50 to 100 a year. Third, the volume of work produced in the same facility is significantly increased, frequently by as much as 100 percent. Workforce improvement. JIT company’s employees are more satisfied with their work. They prefer the teamwork it demands, and they like the fact the fewer problems arise. They are also better trained for the flexibility and skills needed with JIT, and they enjoy the growth they experience in their jobs. â€Å"All this translates into better, more productive work.† Uncovering problems. One of the unexpected benefits is the greater visibility to problems that JIT allows, if management is willing to capitalize on the chance to fix these problems. In trying to speed up a process, all types of difficulties are uncovered and most of them are various from of waste so not only is response time but also is usually zero. 6.2 Potential Problems in Implementing JIT It is important that JIT system has some problems and limitations. According to Meredith and Shafer (2002, p.353), there are some difficulties and problems as following: First of all, JIT system is do for repetitive production case, including relatively standard products. It does not applicable to custom, continuous  flow, or project situation. JIT system is not long-term operations, because it is based on the identical mixed-model plans to operation in every day. Clearly, when setups need to spend a long time, JIT will not able to run continuously. JIT system often has setups, it also has frequent shipments and receipts. Therefore the company must be prepared for this too. JIT need principle as well. Production will cease, once products are not arrive on schedule, or flaws happen. Moreover, we have no other means or time to make up for mistakes. Production system must be used correctly, workers must fulfill their work seriously, otherwise run of JIT system will fail. Principle is usually linked with supply chain. The biggest problem to successful operation of JIT system is unrealistic deliveries from suppliers. For example: Suppose X company’s two important suppliers have already gone strike for several days, X company was forced to close 10 of its plants at a cost of almost $500 million in lost profits. When an important supplier their supply, JIT is very danger if there is no backup supplier. In addition, equally serious problem is when a comprehensive delivery service goes on strike, like UPS and FEDEX strike that idled thousands of business and caused a major disruption in the economy. Although other delivery service can sometimes fill in, they often cannot bring sufficient capacity to the problem to keep JIT operating without disruption. On the other hand, JIT is based on cooperation and trust among workers, managers, suppliers, customers, and so on. The current environment must be trust and competition is not exist, or else JIT will not run successfully. Trust and cooperation must also be extended to the external such as suppliers and customers. â€Å"With suppliers, this means moving to risky, single-source contracts and bringing an outsider into the project team, where there may be proprietary secrets.† 6.3 E-Commerce and JIT Purchasing Nowadays, JIT system combined with e-commerce, making the JIT purchasing has  become better to use in practice. E-commerce has already put up a advantage to JIT purchasing. There are some merits being showed: Reduce waste of time to deal with paper work and reduce the procurement lead time; labor costs are also reduced. â€Å"The bottom line is a more efficient and effective purchasing process† (Frazier and Gaither 2001, p.477). E-commerce can drive the use of Kanban between manufacturer and suppliers. Under method of Internet-based system, a manufacturer can electronically send Kanban to suppliers. E-Kanban and paper Kanban have identical functions, however they can provided to suppliers rapidly. 7.0 JIT SYSTEM IN MCDONALD COMPANY  ·What are the benefits for McDonald? The major benefits for McDonald are better food at a lower cost. McDonald Company has found something that allows them to improve quality and lower costs.  ·Improved Quality The less obvious benefit is the higher quality customer service that arises from the JIT burger assembly. When McDonald waits for you to order the burger, they do a few things to improve customer service. First of all, when you place a special order, it does not send McDonald’s into a panic that causes huge delays. Now that McDonald company is in the practice of waiting until you order a burger until they make it, they don’t freak out when they have to make a special order fresh just for you. This higher quality customer service is subject to McDonald ability to produce faster. Without this ability, McDonald’s ordering costs would be sky-high because the costs associated with ordering would be the loss of customers tired of ordering fast food that really isn’t fast. Second, JIT allows McDonald to adapt to demand a little bit better. Seemingly, lower inventory levels would cause McDonald’s bigger problems in a higher demand because they wouldn’t have their safety stock. However, because they can produce burgers in a record time, they don’t have to worry about their pre-made burger inventories running out in the middle of an exceptionally busy shift.  ·Lower Costs In McDonald, the holding costs for burger parts (beef, cheese, whatever other garbage they put on their burgers) are fairly high because of their spoilage costs. Frozen ground beef that’s good today might not be so good in a few months. Once cooked, the same ground beef’s spoilage rate shoots through the roof. Instead of having a shelf life of months or weeks, the burger needs to be sold within 15 minutes or so. The holding costs go from roughly 20% per week to 100% per hour.  ·Why use JIT? According to argument of Inventory management review (2005):  ·Economic Order Quantity Savings A large benefit of JIT is that it reduces the total cost of ordering and holding inventory. High holding costs is the nature of the fast food industry. JIT system allowed them to exploit the savings that were realized by holding less inventory. High holding costs and low ordering costs are the factors that drive JIT. Generally, it’s the ability to lower ordering costs that make it a feasible solution. McDonald was slave to the high holding costs. It was just the nature of their industry. The solution for them was that while they couldn’t lower holding costs, they could lower ordering costs. EOQ determines how much you should order and there are two factors that drive economic order quantities down: low ordering costs and high holding costs. Depending on the product and the industry, one or both of these qualities may exist in your operations. If they do, JIT may be right for you. Without the ability to make ordering costs low as a percentage of holding costs,  then there is no need for JIT. In fact, the increased frequency in ordering will result in cost increases.  ·Safety Stock Reductions The other aspect of JIT is the drastic reduction in safety stock. Two reasons result in safety stock exist: variability in demand and variability in lead times from suppliers (for McDonald company, the supplier is the internal production process). If lead time is shorter, which JIT tries to accomplish, then this part of the safety stock is smaller, this lowering safety stock inventory. McDonald company is accomplished this by creating a system that allowed a faster burger production (McDonald’s lead times are internal). On the other hand, If lead time has no variance or is reduced, then this term can be eliminated or at least reduced. Again, this is what JIT try to accomplish. McDonald company is accomplished by standardizing production. McDonald Company fully understand that a considerable amount of work needs to be done with suppliers/internal operations in order to accomplish the tasks of shortening lead times and reducing their variances. McDonald company has the resource to implement JIT system successfully. However, in competitive industries, JIT is not optimal for all the firms. JIT, like most management accounting techniques, is not a universal panacea, and some firms find it profitable like McDonald, Walmart, and so on; some are not. 8.0 CONCLUSION It should be said that stock management is prominent aspect of working capital management. For the purpose of control stock level, most of companies use EOQ and JIT models in practice. Efficiency gains in inventory management can bring significant improvement to overall company financial performance. However, no model has been fully satisfactory. The two models have advantages and disadvantages respectively. In general, although each  model will work well in certain environments, they may not work well in other environments. An inappropriate choice of system can be expensive mistake. Thus, it can be concluded that each company should choose own different stock control model with its own conditions and efficient inventory management can lead to better planning and business control. LIST OF REFERENCE Eric Smith, Joseph G. Louderback III, and Maurice. Hirsch 1989, _Cost Accounting in Australia: Accumulation, Analysis, and Use_, Published by Thomas Nelson, p.746. Richard B. Chase, F. Robert Jacobs, and Nicholas J. Aquilano 2004, _Operations Management for Competitive Advantage_, 10th edn., McGraw-Hill Publishing Company, pp.426-427. Jay Heizer and Barry Render 2001, _Operations Management_, Prentice-Hall Inc. New Jersey, pp.481-486. Joseph S. Martinich 1997, _Production and Operations Management: An Applied Modern Approach_, John Wiley & Sons Inc., p. 671. Lisa M Ellram, Douglas M. Lambert, and James R. Hock 1998, _Fundamental of Logistics Management_, Irwin/McGraw-Hill Publishing Company, p. 128. Charles T. H Orngren, George Foster, Srikant M. Datar, Terry Black, and Phil Gray 1996, _Cost Accounting in Australia: A Managerial Emphasis_, Prentice Hall Australia Pty Ltd., p. 842. James C. Van Horne and John M. Wachowicz Jr. 1995, _Fundamental of Financial Management_, Prentice-Hall International Inc., p. 271. Roger G. Schroeder 1993, _Operations Management: Decision Making in the Operations Function_, 4th edn., McGraw-Hill International Inc., p. 592. Scott Besley and Eugene F. Brigham 2005, _Essentials of Managerial Finance_, 13th edn., South-Western Thomson Publishing Company, pp. 602-603. Jack R. Meredith and Scote M Shafer 2002, _Operations Management for MBAs_, John Willey & Sons Inc., pp.351-353. Greg Frazier and Norman Gaither 2001, _Operations Management_, 9th edn., South-Western Publishing Company, pp.476-477. Inventory Management Review 2005, viewed 5 June 2007, . Thomas R. Dyclcman, Harold Bierman, and Reonald W. Hilton 1990, _Cost Accounting: Concepts and Managerial Application_, Pws-Kent Publishing Company, pp. 630-631.

Tim Burton Cinematic Techniques

Tim Burton main style of movie is Gothic. There are many different types of cinematic techniques all used to communicate meaning and evoke different emotional reactions with the viewers. In most of his movies he is trying to evoke a gothic feeling. For example he uses sound, lighting, and different types of shots and framing. You can observe some of those techniques in his movies, Charlie and the Chocolate Factory, Beetle Juice, Edward Scissor Hands and more. Sound is a main cinematic technique that Tim Burton uses. There are two types of sound, dietetic and non- dietetic.Those types of sounds are used in different ways. A dietetic sound is one that could logically be heard by the characters in a film. Non-dietetic is one that cannot be heard by the characters but is designed for audience reaction only. Sound also sets the mood for a scene. For example, in Edward scissor hands, when the woman was showing him around their house for the first time a happy upbeat sound was playing to se t a happy mood. Another example is when the woman went up into Edwards house; dark sad music was playing to match the scary setting.In most films sound will match the setting or mood of the scene. However even though sound s a factor in setting the mood of a film, lighting also plays a role. Lighting Is a part of the scene. If the setting of the scene is dark and gloomy the lighting will be low key, which is when the scene Is flooded with shadows and darkness to portray suspense or suspicion. If the setting of the scene Is a bright flower garden, the lighting will mostly be High key, which meaner the scene Is flooded with light creating a bright mood.An example of Tim Burton using these would be In Charlie and the Chocolate Factory; when everything and everyone was black and white unless It was a part of Wily Wonk. He used low key with everything black and white except Wily Wonk things to evoke the viewer's emotions to feel as though, If you weren't apart of Wily Wonk then you were not bright, colorful, and happy. This same technique Is used In some of his other movies. A shot Is a single piece of film uninterrupted by cuts.In Tim Burtons movies, you may not notice, but he uses multiple types of shots. A few are, long shot, which Is shot from distance, shows Isolation or vulnerability of the person, and Medium shot, which Is when the camera Is medium distance away from hearted, and It Is usually used to ground the story. An example of long shot Is during the movie Beetle Juice; Beetle Juice was sitting on the grave stone alone shot from a long distance, the shot portrayed a sense of vulnerability and loneliness.Also In the movie Beetle Juice, when the family and guests dance around the table singing, It Is shot at a medium distance, which makes It a medium shot, which grounded the story. So as you can see there are many different types of cinematic techniques used to communicate meaning and evoke different emotional reactions with the viewers. Sound, lighting, and shot type are only a few; there are many other Important cinematic techniques that Tim Burton uses. You can observe more techniques and really notice which ones he uses and understand why In his movies.A couple would be Beetle Juice, Edwards Scissors Hands, Charlie and The Chocolate Factory, and many more. Tim Burton Cinematic Techniques By mapping is a factor in setting the mood of a film, lighting also plays a role. Lighting is a part of which is when the scene is flooded with shadows and darkness to portray suspense or suspicion. If the setting of the scene is a bright flower garden, the lighting will costly be High key, which meaner the scene is flooded with light creating a bright mood.An example of Tim Burton using these would be in Charlie and the Chocolate Factory; when everything and everyone was black and white unless it was a part of things to evoke the viewer's emotions to feel as though, if you weren't apart of Wily Wonk then you were not bright, colorful, and happ y. This same technique is used in some of his other movies. A shot is a single piece of film uninterrupted by cuts. In are, long shot, which is shot from distance, shows isolation or vulnerability of the errors, and Medium shot, which is when the camera is medium distance away from character, and it is usually used to ground the story.An example of long shot is during the movie Beetle Juice; Beetle Juice was sitting on the grave stone alone shot in the movie Beetle Juice, when the family and guests dance around the table singing, it is shot at a medium distance, which makes it a medium shot, which grounded the Sound, lighting, and shot type are only a few; there are many other important really notice which ones he uses and understand why in his movies. A couple would Tim Burton Cinematic Techniques Robbie Schwartz 3/12/13 English 1H Tim Burton uses many cinematic techniques in his movies such as lighting and camera angles throughout his movies in order to create effects and moods. Cinematic techniques He uses both lighting and camera angles in Edward Scissorhands and Charlie and the Chocolate Factory numerous times. He uses them very effectively to portray different ideas such as showing strengths, weaknesses, or size in a character or setting, or revealing a depressing or cheerful surrounding.Tim Burton is a successful film maker and has inspired many to get into the movie making business due to his cinematic techniques. In many of his films, Tim Burton uses lighting successfully to show happiness or sadness. He is known for having very low key beginning credits. Low key lighting can be used to show a sad, mysterious or scary environment. For example, the beginning credits of the movies Charlie and the Chocolate Factory and Edward Scissorhands are very dark cloudy scenes. They both have a solid black background and obscure objects appearing.Also, Burton used lighting perfectly in Charlie and the Chocolate Factory when the lucky children who obtain the golden tickets enter the huge room where the chocolate was made. It is a bright and colorful room filled with tasty goods. High key lighting is used to create a happy, exciting, or fun atmosphere. The lighting on the kids faces as they walk in the factory was very high key because they were bright and full of joy. Burton also uses a high key effect on the town in Edward Scissorhands; it is filled with brightly painted houses with beautifully cut bushes.Also the clothes that people wear in Edward Scissorhands are very brightly colored because people would wear a single colored outfit of much color. As a result, lighting is used effectively throughout his movies to show different effects. Camera angles were very important in the films Edward Scissorhands and Charlie and the Chocolate Factory. In the movie, Ch arlie and the Chocolate Factory the scene of Willy Wonka walking in the jungle is a great example of camera angles. As the big bug zeroes in on Wonka, a low angle camera is used to show the bug is big and strong.Then, it cut to Wonka with a high angle shot showing he is helpless and small. After Wonka successfully kills the bug, it gives him a low angle shot showing he is the victor and that he is more powerful. In Edward Scissorhands, low angle shots are used many times while Edward is cutting things. For example, while Edward is constructing his first ice sculpture in Kims lawn the camera is low angle and makes him look very powerful while he sculpts the big angel. It makes him seem as if he is on top of the world and can do anything.There are also low angle shots while he cuts all of the housewives hair. There is a very effective long shot in the beginning of the movie while Peg strolls into Edwards house, when she finally gets into Edwards room there is a long shot which shows h ow big the house actually is by making Peg look very short due to the height of the ceiling. As a result, Tim Burton uses low angle, high angle, and long shots to represent strength, weakness, and to show a large scene and many things occurring at once.Tim Burton is a very skilled film maker who uses many cinematic techniques to make his movies enjoyable to watch. He efficiently uses lighting and camera angles in two of his major pieces, Edward Scissorhands and Charlie and the Chocolate Factory. He uses these two techniques very well and a handful of others that make his movies very well known and watched by many people. In conclusion, Tim Burton is able to use cinematic techniques an important part of his movies by using lighting and camera angles. Tim Burton Cinematic Techniques Robbie Schwartz 3/12/13 English 1H Tim Burton uses many cinematic techniques in his movies such as lighting and camera angles throughout his movies in order to create effects and moods. Cinematic techniques He uses both lighting and camera angles in Edward Scissorhands and Charlie and the Chocolate Factory numerous times. He uses them very effectively to portray different ideas such as showing strengths, weaknesses, or size in a character or setting, or revealing a depressing or cheerful surrounding.Tim Burton is a successful film maker and has inspired many to get into the movie making business due to his cinematic techniques. In many of his films, Tim Burton uses lighting successfully to show happiness or sadness. He is known for having very low key beginning credits. Low key lighting can be used to show a sad, mysterious or scary environment. For example, the beginning credits of the movies Charlie and the Chocolate Factory and Edward Scissorhands are very dark cloudy scenes. They both have a solid black background and obscure objects appearing.Also, Burton used lighting perfectly in Charlie and the Chocolate Factory when the lucky children who obtain the golden tickets enter the huge room where the chocolate was made. It is a bright and colorful room filled with tasty goods. High key lighting is used to create a happy, exciting, or fun atmosphere. The lighting on the kids faces as they walk in the factory was very high key because they were bright and full of joy. Burton also uses a high key effect on the town in Edward Scissorhands; it is filled with brightly painted houses with beautifully cut bushes.Also the clothes that people wear in Edward Scissorhands are very brightly colored because people would wear a single colored outfit of much color. As a result, lighting is used effectively throughout his movies to show different effects. Camera angles were very important in the films Edward Scissorhands and Charlie and the Chocolate Factory. In the movie, Ch arlie and the Chocolate Factory the scene of Willy Wonka walking in the jungle is a great example of camera angles. As the big bug zeroes in on Wonka, a low angle camera is used to show the bug is big and strong.Then, it cut to Wonka with a high angle shot showing he is helpless and small. After Wonka successfully kills the bug, it gives him a low angle shot showing he is the victor and that he is more powerful. In Edward Scissorhands, low angle shots are used many times while Edward is cutting things. For example, while Edward is constructing his first ice sculpture in Kims lawn the camera is low angle and makes him look very powerful while he sculpts the big angel. It makes him seem as if he is on top of the world and can do anything.There are also low angle shots while he cuts all of the housewives hair. There is a very effective long shot in the beginning of the movie while Peg strolls into Edwards house, when she finally gets into Edwards room there is a long shot which shows h ow big the house actually is by making Peg look very short due to the height of the ceiling. As a result, Tim Burton uses low angle, high angle, and long shots to represent strength, weakness, and to show a large scene and many things occurring at once.Tim Burton is a very skilled film maker who uses many cinematic techniques to make his movies enjoyable to watch. He efficiently uses lighting and camera angles in two of his major pieces, Edward Scissorhands and Charlie and the Chocolate Factory. He uses these two techniques very well and a handful of others that make his movies very well known and watched by many people. In conclusion, Tim Burton is able to use cinematic techniques an important part of his movies by using lighting and camera angles.

Business munication of Exchanging Information

It is evident that munication is a process of exchanging information accurately and is a connecting aspect for deepen the connections to others and improve teamwork (Griffin, 2013). In recent times, it is seen that Chinese people are taking interest to travel to Australia for visiting the tourist places to explore the beauty and culture of this nation. However, the difference in their culture and language results in a munication gap that needs to be reduced for effective munication (Orey, 2014). Thus, the following report will provide an illustration regarding improving munication skills within the organization. The two of the most effective areas of the training programs that will be considered are developing good interpersonal skills among the staffs and international tourists especially Chinese and developing the culture of the entire organization so that tourists can rely on the pany for getting accurate information. Furthermore, some r mendations will also be presented for the f uture progress of these programs so that more people from China can visit Australia for acquiring knowledge and beauty of the nation. International people especially Chinese often face difficulties in munication with Australian people and thus they did not get proper information and details regarding tourist’s places, hotels and routes for these destinations (Eisler & Frederiksen, 2012). Thus, it is crucial to develop a good interpersonal skill among the staffs with international tourists. This process prises of improvement of nonverbal munication, improvement of interactions with international tourists and managing people's impressions on the staffs (Robles, 2012). Thus, it can be said that not only appropriate non-verbal munication is crucial but effective listening and based on that offering effective feedback is also important that has to be developed for improved munication skills within the organization. O'Neil (2014) stated that firstly it is important to improve the non-verbal munication and understands all its activities like facial expressions, use of touch and voice for munication. It is thus, further stated by Griffin (2013) that Visual cues are more important to deliver and interpret that of the audio cues. Thus, staffs of Coit's Outback Adventures must have to attain a positive gesture and a smiling attitude while attending any international tourists. However, Cheruvelil et al. (2014) highlight that these non-verbal cues can be attained if the staffs understand the importance of nonverbal munication. The staffs have to prehend the nonverbal munications that they receive from the tourists and then clear all their queries for providing them all the necessary details on Australia’s tourist’s destination along with the hotels and route details. Furthermore, learning of fortable body language is also necessary for effective interpersonal skills. Griffin (2013) denote d that a friendly gesture makes people share their confusion and queries to other. Thus, it will be beneficial for Coit's Outback Adventures’ staffs to learn fortable body language for clearing all the queries of tourist. This program for body language prises of actively listening by nodding, relaxed and formal gesture, eye-to-eye interaction; gender differences influence nonverbal munication, less interruption while tourists are explaining their queries and regulation of emotional cues. Keyton et al. (2013) moreover portray persuasiveness regarding the suggestion the staffs are giving to their clients, learning to incorporate a we ing body language in their behavior and being strategically assertive should be goals for improving the interactions. Staffs of Coit's Outback Adventures should also learn a simple and direct language to municate with the international staffs. The contribution of information that others did not know and provide relevant and true information to clients also makes a goof munication (DuBrin, 2014). Additionally, staffs must also learn to follow social expectations about being polite and should avoid bragging or being self-centered as it will diminish the number of clients in future.   The term organization culture refers to the aspect of shared assumptions, values and beliefs that make people of the organization attain organizational goals (Alvesson, 2012). Orey (2014) furthermore depicts that munication in this context plays a crucial role in team management and their collaboratively work for attaining those goals/objectives for the organization. In this area of the training programs, the staffs of Coit's Outback Adventures can learn how to manage the tourist's impression on the staffs and the nation. The staffs can learn to find mon ground. Taken for instance, to find an efficient tourism package based on mon ground between the staff and tourist, staff can suggest the best service available n their affordable budget. In this way the conflicts can be avoided. Shahzad et al. (2012) furthermore define that the staffs should learn the culture for actively listen to the tourist and not to assume things on behalf of the client's. However, staffs have the liberty to sh are their ideas and concepts or an alternative acceptable on which the clients/tourist can agree. Moreover, the staffs should not find any faults in the client's view or the working procedure fellow workers. Instead of this, they should suggest them with alternative ideas by explaining its benefits. Nica (2013) stated that in this way the culture of the organization could be well represented by the international clients. Acceptance of challenges also drives the organizational culture as solving these challenges will provide them a petitive advantage. Staffs of Coit's Outback Adventures must learn all the tourist schemes and packages they have so that effective package can be offered as per as the flexibility of the budget. Lastly, superiors must be accessible to all the organizational functionalities and operation and offer services and suggestion to staffs and clients while they are clearing their queries (Alvesson, 2012). Moreover, in the training programs also these managing authorities should present and evaluate their performance so that best candidates can be offered with p roper recognition and challenging job responsibilities and roles for their motivation (Goetsch & Davis, 2014). This also improves the organization culture through formal munication. Allow tourists to share their queries Make staffs behave according to the culture of the tourists Make staffs to help tourists according to their preferences Allow tourists to share their queries Learning to be strategically assertive Allow tourists to share their queries Allow tourists to share their queries Allow the tourists to get appropriate information Allow tourists to share their queries Developing effective organizational culture Allow tourists to share their queries Maintain the organizational culture by retaining their employee as well as staffs Thus, it can be concluded that Coit's Outback Adventures should mainly focus on Developing good interpersonal skills and effective organizational culture for improving the munication skills among the clients and staffs. The training program majorly highlights the aspects of improvements in nonverbal munication while understanding their importance in assisting international tourists. Learning fortable body language, recognizing cultural norms and influence of gender differences in nonverbal munication and regulation of emotional cues are the chief concern of this training activity. Improvements in interactions can also be achieved by learning from being persuasive, strategically assertive and appropriate body postures so that tourist and clients can clear their queries and get effective suggestions. Lastly, with this training program, the staffs also e to learn about the conflict management that can be achieved by giving the tourist a chance to speak and behave friendly with them. Las tly, accessibility of managing authorities for helping staffs during the training programs and on-job performance along with the provision of the liberty to speak and actively listen the queries of tourists represents the organization culture of Coit's Outback Adventures. This section highlights some of the future development consequences that can be implemented to strengthen the training programs so that staffs can assist the tourist effectively and suggesting them with best possible options. In this way, both employee retention and customer retention can be ensured. Recognition in training- Managing authorities can provide recognition to the staffs, which perform extraordinary so that they can get the motivation to give their best to the organization. Providing them other job and challenging responsibility can also enhance their petencies. Thus, to achieve recognition every staff will intend to show their best and learn all the munication skill to perform extraordinary. Diversification- As Coit's Outback Adventures is providing tourism suggestions to international tourists, recruitment of people belonging from different culture and nation will be beneficial for the organization. In this way, staffs can get aware of the knowledge regarding their nation and cultural values. This will not only help them in training but understand the preferences of the tourists from their culture. In this way, effective suggestions can be provided to the tourist irrespective of their cultural and traditional differences. Incorporation of e-learning training programs- In this technological world, people spent more time with electronic gadgets. Thus, incorporation of video conferencing allows the staffs to know the experiences and business proceedings in tourism from experts and tourism professionals of leading organization. Alvesson, M. (2012).  Understanding organizational culture. Sage. Cheruvelil, K. S., Soranno, P. A., Weathers, K. C., Hanson, P. C., Goring, S. J., Filstrup, C. T., & Read, E. K. (2014). Creating and maintaining high?performing collaborative research teams: the importance of diversity and interpersonal skills.  Frontiers in Ecology and the Environment,  12(1), 31-38. DuBrin, A. J. (2014).  Human relations: Interpersonal job-oriented skills. Pearson Higher Ed. Eisler, R. M., & Frederiksen, L. W. (2012).  Perfecting social skills: A guide to interpersonal behavior development  (Vol. 56). Springer Science & Business Media. Goetsch, D. L., & Davis, S. B. (2014).  Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Griffin, R. W. (2013).  Fundamentals of management. Cengage Learning. Keyton, J., Caputo, J. M., Ford, E. A., Fu, R., Leibowitz, S. A., Liu, T., ... & Wu, C. (2013). Investigating verbal workplace munication behaviors.  The Journal of Business munication (1973),  50(2), 152-169. Nica, E. (2013). Organizational culture in the public sector.  Economics, Management, and Financial Markets,  8(2), 179-184. O'Neil, H. F. (2014).  Workforce readiness: petencies and assessment. Psychology Press. Orey, M. (2014). munication skills training. American Society for Training and Development. Robles, M. M. (2012). Executive perceptions of the top 10 soft skills needed in today’s workplace.  Business munication Quarterly,  75(4), 453-465. Shahzad, F., Luqman, R. A., Khan, A. R., & Shabbir, L. (2012). Impact of organizational culture on organizational performance: an overview.  Interdisciplinary journal of contemporary research in business,  3(9), 975-985.

Inductive and deductive reasoning Essay Example | Topics and Well Written Essays - 1500 words

Inductive and deductive reasoning - Essay Example They act as a form of representation of the people at work (Brock &Â  Lipsky, 2003). These unions seem like a better place for the public workers to engage in collective bargaining in order to gain their fundamental needs. Over the last years, there have existed a number of key transformations in the economy and the industries. A large number of people are either without employment or they toil under the continuous intimidation of joblessness. These groups act on most cases on behalf of the union members. Through the management of the unions, the associates are able to pass their claims and needs to their employer as one voice (Cihon & Castagnera, 2011). This brings up the system of collective bargaining in that the union takes up the role of negotiating with the employer in order for them to offer a good deal to the workers. These forms of collective bargaining are aimed at coming to a point that the working state of the employees is regulated. The old, working outlines have been f orgotten. People are now working under different conditions, like short term contracts, temporary or part-time (Brock &Â  Lipsky, 2003). ... A single employer cannot have control on some of the most crucial characteristics of their lives, for example, their working place. However, when the public workers get an opportunity to join the unions, they gain an upper hand in accomplishing democracy in the workplace. Their voice as one influences the founding of the regulations that have power over them (Cihon & Castagnera, 2011). Deductive reasoning is a form of research that works from a universal point of view to a precise point. On the other hand, inductive reasoning works in the converse way it moves from definite examination to broader overview (Wiley, 2013). Argument The workers undergo difficult problems, and they are not in a position to raise their concerns to the managers. These ranges from low payment, practices of labor that are exceedingly poor, unsafe working conditions and tough policies et cetera. In other occasions, the employer may become hostile to the workers and because the personnel are under the manager t hey have no power to complain as individuals (Brock &Â  Lipsky, 2003). Majority of the workforce has been pushing for union representation (Brock &Â  Lipsky, 2003). They want to be represented in the negotiations that look upon their wages, working hours and other conditions that align with their employment; like safety from sucking without good reason (Wiley, 2013). The union will ensure that each employer has equal rights in their workplace as others. It shall ensure prosperity in the livelihood of people. This protects the wellbeing and offers security to the staff. There will be fairness in order for the nation to develop (Wiley, 2013). According to Brock &Â  Lipsky (2003), Public

What was the gender difference in job related training between 1997 Article

What was the gender difference in job related training between 1997 and 2002 - Article Example ies: the demographic trends in formal, job related training; informal training or self-directed learning; training and unmet training needs or wants; and long-term patterns in formal training participation. The gender difference in job related training between 1997 and 2002 showed that participation rates for both male and female participants in formal, job related training increased from 1997 to 2002. As clearly revealed, the authors disclosed that: participants, 39% of women and 34% of men reported having unmet training needs/wants. These proportions dropped to 24% and 22% respectively for non-participants† (Peters 19). These figures manifest that training and unmet training needs or wants were higher for women than men by 5% (for participants) versus a difference of 2% for non-participants, where women still exceeded men’s unmet training needs or wants. (54% were men and 46% were female† (Peters 23). On the other hand of the continuum, the patterns for long-term trainees, the results disclosed that there are equal portions of men and women in the group. The author’s findings in terms of gender differences in job related training revealed that both men and women exhibited increased participation in formal, job related training from 1997 to 2002; where more women manifested more unmet training needs or wants than men. Finally, in terms of long term patterns in formal training participation, men exhibited higher proportions of non-trainees than their counterpart. As Peters (2004) averred, the results would assist in future research that aims to â€Å"understand if the training objectives of workers are met by the training they participate in, how formal training combines with informal training in the skill-development process and a wealth of other issues†

Internet Retailing Essay Example | Topics and Well Written Essays - 3500 words

Internet Retailing - Essay Example In particular, its ability to provide information, facilitate two-way communication with customers, collect market research data, promote goods and services and ultimately to support the online ordering of merchandise, provides an extremely rich and flexible new retail channel (Doherty and Ellis-Chadwick, 2003). Indeed, online shopping is now estimated to be the fastest growing area of internet usage (Forsythe and Shi, 2003). Given the internet's potential to radically re-configure the underlying processes of retailing, and because of the highly dynamic and innovative nature of the electronic marketplace, there has been an explosion of academic interest in the application of this new electronic phenomenon, in the retail context. It is not, perhaps, surprising that from such a highly dynamic organizational phenomenon, an equally dynamic body of literature should emerge. Moreover, because the commercial exploitation of the internet has technical, logistical, commercial, strategic, behavioral, social and legal implications, the emergent body of literature is both extremely large and highly diverse. ... A small number of researchers have already risen to the challenge of reviewing the internet literature, and three reviews, in particular (Reynolds, 2000, Ngai, 2003) have been influential in shaping this study. However, all three have their limitations. Reynold (2000) and Ngai (2003) have both addressed the related field of internet marketing, but have chosen not to adopt an explicit retail focus, whilst the Reynold's (2000) review, which does have an internet retailing focus, is now rather dated. Consequently, the primary aim of this paper is to present a review and critique of the internet retailing literature, which seeks to highlight key themes, emerging patterns and perhaps most importantly gaps that are still to be filled. Given the growing recognition that the internet has the potential (Porter, 2001) to significantly affect an organization's strategic positioning, we were particularly interested to explore the extent to which strategic issues have been explicitly tackled in t he internet retailing literature. Al-Hadaayah Bookstores Al-Hidaayah is predominantly a books retailer, with interests in books retailing as well as publishing. Its principal business is the retail sale of "trade books" (generally hardcover and paperback consumer titles, excluding educational textbooks and religious titles), mass market paperbacks (such as mystery, romance, science fiction and other popular fiction), children's books, bargain books and magazines. Al-Hidaayah is the pioneer and still the leading operator of book superstores in the UK. Its flagship store on central London has been widely recognised as the most authoritative bookstore in the country, and perhaps, the world. Al-Hidaayah has a private label strategy,

Copper Mining in Australia Case Study Example | Topics and Well Written Essays - 2000 words

Copper Mining in Australia - Case Study Example According to the discussion coming third after chile and USA, Australia has 6 per cent of total global resources. Given the impressive significance of this mineral, this paper is designed to give a deep analysis concerning it. The paper will cover in depth the significance of the mineral and give a deep understanding of the mineral by covering entirely all the necessary areas of the mineral with a particular focus on Olympic Dam which is its primary producer in South Australia. It will also cover copper’s mining, manufacturing and processing process and elaborate further on its market and distribution. This paper outlines that World Mining Corporation (WMC) is Australia’s leading copper producer, with Olympic Dam Mine dominating the production. As for the other copper producers in Australia, copper is produced as a co product of Gold mining operations. In the year 2003, Olympic Dam Mine alone produced 160,080 of the 869,000 tons of copper produced in Australia. It is ranked 8th largest ore reservoir in the world and its reserves approximated at 566Mt grading at 2 per cent copper, o.6 per cent Uranium, and o.7 per cent Gold. WMC Resources Ltd in May 2004 affirmed a 50 million pound likelihood study preference purposed to expand the mine and develop a preferred plan for its survival by the year 2006. Initial assessments have affirmed that Olympic Dam has the capacity to produce up to 350,000 tons of copper per year if its underground mining is expanded and effectively utilized. Nifty copper mine is primarily operated by Straits Resources Ltd, a company that purchased it from t he main operator (WMC) at 47 million dollars. New South Wales’s (NSW) Girilambone Copper mine is also operated by Straits. In this site, the company holds A60% interest and still it is the operator with Nord Pacific possessing the other 40% interest. More to the point, Osborn Copper-gold mine is operated by Placer Dome Ltd.