Difference Between Cost Control and Cost Reduction

Contrast Between Cost Control and Cost Reduction Presentation A cost decrease program is a sort of technique which is to improve benefit of the association or by expected to get a decent outcome that stream to the primary concern of the fiscal report and excluded from any genuine harm to the association itself. As this program is significantly more about diminishing expense or decreasing costs of the association, so a decent cost decrease program is about how to control the harm of an association. Besides, a cost decrease program is said can be improved the productivity of an association in light of the fact that by lessening costs, benefits are expanded without making others changes. Then again, if the cost decrease program can coordinated with a business improvement program and maybe, at long last it will get the twofold benefit. A cost decrease program must be a finished arrangement that is results-situated. An organized cost decrease program will put the organization on target to accomplish most extreme benefit and accomplish the best. Besides, this program likewise infers a progression of program that hold the entirety of the basic attributes and nature of the item and consequently it must be restricted to changeless and real investment funds in the expenses of assembling, organization, conveyance and selling, realized by disposal of inefficient and inessential components structure the plan of the item and from the methods and practices did in association therewith. What is the distinctive between cost control and cost decrease? Truth be told, cost control otherwise called cost the board or cost regulation; it controls the expenses of the association at the given level. Plus, cost control accentuation on guaranteeing that the expense doesn't surpass the standard spending plan of the association. Organizations use cost control strategies to screen, assess, and at last upgrade the effectiveness of explicit territories, for example, offices, divisions, or product offerings, inside their tasks. Be that as it may, cost decrease is a force practice or is an activity which will out the entirety of the push to sparing expense from whatever level they are. Cost decrease doesn't have any norm, or anything is acknowledged as perfect. Each component of cost is examined, each activity is screened and each system is dissected to distinguish the available resources of decreasing expenses. Cost decrease can bring about sparing the item cost, fabricating cost s, and life cycle cost. There are two unique ideas between cost control and cost decrease. Cost control is accomplishing the cost focus as its goal while cost decrease is coordinated to investigate the conceivable outcomes of improving the objectives or organization benefit. In this manner, cost control will end the activity when accomplished the association target or goal. While cost decrease is a persistent procedure and it has no obvious end. Besides, cost control attempt to achieve the most minimal conceivable expense under existing conditions though cost decrease doesn't perceive any condition as perpetual since a change will bring about bringing down the expense. On the off chance that the cost control accentuation is on at various times, while the cost decrease accentuation is on the present and future. In addition, cost control is a preventive capacity while cost decrease is a correlative capacity. It run in any event, when a productive cost control framework exists. The contrast between both of it tends to be summed up as cost control guaranteeing the expenses is as per built up measures while cost decrease is worried about attempt to improve the expense by constant and without agreement with any of the norm. The primary advantages of cost decrease programs are it can improve gainfulness and upgrade income of the association. It presents the key components and elements to consider in program plan and usage. Cost decrease program is additionally can guarantee the outcomes will coordinate with the objectives or objective and the estimations of the association. Cost decrease program is one of the most testing obligations or errands that an organization needs to attempt, particularly when there are such huge numbers of ways open to cost-cognizant directors. At long last, a coordinated duty decrease program can diminish the burdensome monetary weights that can stable a companys improvement and can let loose valuable capital that can be result to the organizations long haul advantage. Writing Reviews/Case Study/Research Findings There are five cases and cost decrease strategies in these writing audits. The strategies including Target Costing (TC), Activity-Based Costing (ABC), Just in Time (JIT), Enterprise Resource Planning (ERP), and Value Engineering (VE). Contextual investigation 1 (Target Costing) Definition: Target costing additionally called item costing technique in which an endeavor at the arranging and advancement period of an item life cycle to accomplish a predetermined cost that is chosen by the board. This methodology is to look for the lower costs by planning a quality item that decreases costs in the creation stage. It tends to be depicted as a deliberate procedure of cost the executives and benefit arranging. Contextual investigation: In 1993, Toyota utilizes target costing way to deal with by and large decrease costs at the plan stage. By utilizing this methodology, Toyota defines objectives for cost decrease and afterward attempts to accomplish these new focuses through plan changes that will achieve the cost decrease objective. Toyota was looking at the expenses of the new plan with the old structure so as to ensure a cost decrease after usage of the new method. This is the fundamental thought that Toyota uses to accomplish their companywide objectives. There are a few stages in the succession of value, creation, and cost choices. Initially, Toyota chooses what the new retail cost of the car by taking the old cost and including the estimation of any new capacities. The business division concocts the recommendation for the creation volume by taking past numbers and ordering them to showcase patterns and the condition of contenders. Second, Toyota is center around cost arranging. This cost arranging depends on the item plan and focuses for retail cost and furthermore creation volume. The motivation behind utilizing cost arranging by Toyota is for decide the sum by which expenses can be diminished through better structure of the new model. Toyota builds up a benefit focus on that is deducted to decide their objective expense. These cost arranging choices are made for a long time before they discharge the model. Toyota appraises the rough expenses of another model by aggregates of the cost varieties of the new model and the old model. This strategy is useful to Toyota, since it will in general be less work and gives increasingly exact outcomes. What's more, it likewise enables the particular divisions to comprehend the cost variances. Other than that, Toyota evacuates variable costs the two models acquire, for example, compensation and backhanded expenses by utilizing this methodology. In the interim, they utilize their choices on costs that change between the two models in structure and creation volume. The primary concern for this situation study is to show how cost arranging at Toyota is centered around the plan stage. Toyota does this by defining objectives for cost decreases through structure changes. Toyota takes these objectives and afterward evaluates them to various divisions to make the important changes. Toyota accepts that by changing item configuration to deliver lower cost to accomplish a more significant level of productivity. Contextual investigation 2 (Activity-based Costing) Definition: Action Based Costing is a costing model that distinguishes the cost pools, or movement focuses, in an association and doles out expenses to items and administrations (cost drivers) in view of the quantity of occasions or exchanges engaged with the way toward giving an item or administration. The idea of Activity-Based Costing has been viewed as an advanced technique for cost figuring since the mid 1980s. Furthermore, Activity-Based Costing (ABC) doles out assembling overhead expenses to items in a more consistent way than the conventional methodology of basically assigning costs based on machine hours. Action Based Costing initially relegates expenses to the exercises that are the genuine reason for the overhead. It at that point allocates the expense of those exercises just to the items that are really requesting the exercises. Contextual investigation: Boeing Commercial Airplane Group (BCAG) is the universes biggest producer of business planes. It includes roughly 60% of Boeings complete incomes. BCAG Wichita is a cost place fabricating plant delivering fuselages, noses, swaggers, nacelles, and push reversers for 737, 747, 757, 767, and 777 plane models. In May 1999, the plant utilized around 16,835 representatives straightforwardly, and was answerable for circuitous work of 53,100 specialists inside the province of Kansas. As a component of its general drive to pick up and hold world-class aviation fabricating status, BCAG Wichita is centered around building up a lean, proficient plan and creation framework upheld by a powerful cost administration methodology. The cost administration system underpins activities intended to connect the assembling procedure and bolster exercises in order to rearrange the entire creation process, while expanding profits by the utilization of lean strategic policies. Cost the board methodology activities incorporate improving creation, shortening stream and process durations, expanding quality and stock turnover, recognizing center items and forms, and connecting the structure and assembling procedure to diminish item an ideal opportunity to-showcase. Action Based Costing connections and supports the assembling procedure. It gives data to tailor business streams and material administration, expenses of action and procedures, esteem included versus non-esteem included examination and gainfulness investigation used to improve the settle on versus purchase dynamic procedure. ABC additionally gives investigation of set-up and run costs, expenses of booked and unscheduled upkeep, expenses of advantage disappointmen t, and expenses of assembling limit, in this way permitting manuf

Voyage to the Planets essays

Im Back!

I’m Back! No, I was not abducted by aliens. I was abducted by field hockey, which currently owns my life. And I apologize for that. But Im back, and now that my schedule is really wacky, Ill be updating more often! (I have classes in the morning and afternoons, often with breaks over 2 hours in between. It makes for a nice lunch/blog update time.) Today is the first day of classes, but before I get into that, we have some recapping to do. This is the most awesome picture I took this summer (the bag was part of the packaging of my brand new awesome laptop): OK, I find that image hilarious. Maybe its just me. My parents drove me up here with all my stuff and were staying at the Hotel at MIT, which is oddly connected to Star Market, where most MIT students buy their groceries if theyre so inclined. So my parents said, Hey, while were here, why dont you come grocery shopping? That way you can buy lots of big, bulky things and we can drive you back to your dorm with them. Oh, and well pay for it. This was too much to pass up. After dragging my many possessions into my (awesome) new room (pictures to come later, when it looks nice enough that I wont be embarassed posting pictures of it on the Internet), this is what my fridge looked like: Thats right, its sole contents were a bottle of water and a box of seafoam fudge. Mmmm, the tastes of home. (I love New Jersey, for those of you just tuning in.) After.a lot of my parents money later, I bought all this: And then my fridge looked like this: Of course, it was another 4 days or so before I actually unpacked all my pots, pans, and kitchen utensils. Thankfully, the field hockey team has team dinners every night for the first week of practice. Each night, a different class was responsible for preparing something edible for the team to eat. The Senior Surprise consisted of homemade baked ziti (quite possibly my favorite dish of all time), the Junior Jubilee was pizza (always a classic), and the Freshman Fiesta was homemade tacos. (Ambitious freshmen!) One of the members of my class, who shall remain nameless, named our event the Utter Disappointment. That was kind of sad, because it doesnt even have alliteration. We ended up ordering subs, which was not quite as disappointing as advertised. Then there were lots of fun and exciting Orientation events. I did some Burton-Conner Rex events and worked a couple of shifts on the ambulance as well. Now all the freshmen have been assigned to their permenant rooms, and its frat rush week. Which means there are all kinds of parties and free food and events all over the place. Today was the first day of classes, and rush dies down just in time for the weekend, which I will be spending out of state at an overnight field hockey tournament. Basically, my life is a non-stop party. Oh! One more thing about Orientation- the coolest event ever is the East vs West waterwar, where residents of either side of campus line up across Kresge Oval andget each other wet. This is what my feet looked like after waterwar: This is what I looked like after waterwar: Basically, someone from East Campus had snuck over to our side of the field and was swinging around a black trash bag which was actually filled with water, I believe. People were shouting for us to watch out, so I turned around just in time to duck. I was one of the closest people to this guy. Then someone yelled, Get him! So I tackled him. Into a mud puddle. I dont know, it seemed like the thing to do at the time. (I look clean, but my clothes were not.) Anyway, seeing as how today is the first day of classes, I guess its a good thing that I finally figured out my schedule. Heres what Im taking this semester: 2.001: Mechanics and Materials 2.003: Dynamics and Vibrations 6.081: Special Subject/Introduction to EECS 21M.600: Introduction to Acting So far Ive only been to two of them, so Ill fill you in on the details later. Right now, I want to go make my room look more like a room and less like a storage closet. Because then I can take pictures of it and show them to you. Yay.

What Is Poverty By Jo Goodwin Parker And The Poverty Of...

Poverty has been a controversial issue in the United States. It has taken lives and has built obstacles for many Americans today. Poverty is a physical and mental handicap to many Americans who are not able to get past this barrier. However, some may argue poverty is just an excuse for those who decide not to put effort. Not to mention, two articles will share their story about the issue of poverty. â€Å"What is poverty?† By Jo Goodwin Parker and â€Å"The Poverty of Equality† by Stephen Moore and Peter Ferrara, which will give us an insight in living conditions, income, social services. In the article â€Å"What is Poverty?† By Jo Goodwin Parker, the author will give us a personal experience on how it is to struggle with poverty by going in depth about living conditions, income, and social services. Goodwin Parker, describes her conditions living in poverty, she mentions her mattress stained by dirt and reeking of urine with a garbage that she cannot manage to clean up. Not to mention, it was not only her that suffered, but her three children who were with her through every uncomfortable dirty night. To the author poverty was tiring as she elaborates she is always tired. It is clear to Goodwin Parker poverty was like a disease that would limit her from working and making money to sustain her family. She cannot wash dishes, clean clothes, bathe her children because she lacks money to provide hot water or soap. To add, not only was hers and her children’s living conditions terribleShow MoreRelatedPerspectives On Poverty, By Jo Goodwin Parker And The Pov erty Of Equality1258 Words   |  6 PagesPerspectives on Poverty The readings, â€Å"What is Poverty† by Jo Goodwin Parker and â€Å"The Poverty of Equality† by Stephen Moore and Peter Ferrara, both share the topic of poverty. They are different because each author expresses their point of view differently. Summarizing â€Å"What is Poverty†, the author goes through a serious of misfortunate events on a daily basis to acquire food, yet her gatherings are not enough. On the other hand, the author of â€Å"The Poverty of Equality† explains that it is unfair

Should Gay Marriage Be Legalized - 1313 Words

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Previously legalizing gay marriage was out of the question, but as times has changed and more liberal politicians have gained office to reflect th e views of today’s society. One of the reasons that LGBT people fight for the right to marry because married couples receive more protections and advantages in

The Role of the Women in Greek Mythology - 1321 Words

In the text Mythology by Edith Hamilton, women are portrayed as being property and objects. During this time women were seen to be not as good as men. They saw perfection in relationships between men and young male adults as the best relationships to have. However, homosexuality was frowned upon. Men were considered knowledgeable and educated, but women were seen as a burden placed on man by the Gods. When it came to women nothing was valuable about them but their beauty. When a woman was beautiful she was wanted by many men: a man would do almost anything to have the possession of a beautiful woman and have her as his property. It was as if a woman’s role was to only be a man’s beautiful possession and to procreate the lineage of a†¦show more content†¦They fought for Helen as if she was an object in which they had to have as their property. This also shows what role a woman’s beauty can have in a Greek man’s life. 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Investment Management Cost Management

Question: Discuss about the Investment Managementfor Cost Management. Answer: Annualized standard deviation is given by standard deviation multiplied by square root of twelve. Australian = SD x 12 = 4.9 x 12 = 16.97 International = 5.5 x 12 = 19.05 Sharpe ratio is a way of measuring risk adjusted return on an investment. = (annual return T bill)/ standard deviation Australia = (10.58 1.02) / 4.9 = 1.95 International = (11 1.0) / 5.5 = 1.82 Tracking error is comparison between a portfolio and benchmark. = square root of observed frequency x active standard deviation Australia = (5 x 12) x 2.8 = 2.1 International = (5 x 12) x 2.5 = 19.36 Information ratio = mean of active return / standard deviation) x square root of number of years Australia = (-0.05 / 2.8) x 60 = -0.138 International = (-0.1 /2.5) x 60 = -0.31 According to the equity exposures, Australia did not perform well. The standard deviation was larger than the international value indicating there were larger swings in return series. The Sharpe ratio showed that Australia was able to have better returns in view of the risks that they experienced. The international community did not do well in this front as demonstrated by their lower ratio. Australia performed poorly as compared to the bench mark. On the other hand the international was very okay. The tracking error was low for Australia than the international. The information ration for Australia was lower which signals a poor performance. Annualised return = (1 + R) years 1 30 June 2010 2012 Australian = (1 75) 2 1 = 5475 Bench mark = (1 - 4003)2 -1 = 16 016 003 30 June 2012 2015 Australia = (1 76)3 1 = 421 874 Bench mark = (1 5452)3 1 = 1.619e11 Australia performed well just like the benchmark. The annualised return increased tremendously for 5 years. This can be attributed to the active management system that is in place to deal with most of the investments. The indexing strategy adopted is not very good this has affected the performance. Another strategy is required to replace index strategy. They also might have had incompetent managers who might have not been able to control the swings. They need to look into a change of management style and system. The investment using private equity fund approach may not be working under the circumstances. Clearly, a different one should be adopted. The calculations above indicates poor performance of the fund. All comparisons with the international and bench mark shows Australia fund is lagging behind. There is need to have a closer view and overhaul every aspect like management, the fund approach, index method etc. the index funds are good since they provide estimates and are ratios which can be used for comparisons of many aspects of a countrys economy. The comparison can be extended to inter countries. The disadvantage that makes such funds inappropriate are that it tends to leave out many things pertaining to the economy. This subsequently leads to an underestimation of the growth economic wise in a country. Actively managed funds offer a disadvantage in that there is constant engagement which then makes it possible to detect any shortfalls or downward trends which can be corrected in time before the fund is depleted. However, this method has several overheads which are not good and may affect the overall performance in that it utilises a substantial amount of the fund. The actively managed funds have performed better than the index fund in Australia. This can be observed from the annualised returns when viewed from the 2010 to 2015. Based on the figures obtained I would certainly root for the active fund because of its eminent advantages and outstanding performance in Australia. The growths are real and one can easily predict them. For the last five years i.e. 2010 2015, the growth style adopted which is active currency hedging was adopted. The equity exposures in Australia did not perform well meaning this style is wanting. The trustees surely need to go for the value style. It is superior to the one that was used and it can promote tangible economic growth in Australia. The investment of inflows is indeed a major issue from the analysis. It does not allow the proper flow of funds to all the sectors where they might be required within the shortest time. The inflow system should be greatly enhanced so that no sector is suffocated of funds. There should be constant monitoring of the trickling down effects of the funds to detect any shortfalls or any obstacle that might delay the flow. Adding value to an active management is important and requires appointment of managers to head various aspects of the economy. It also demands that investment be made on short term things that can give quick returns and be adjusted accordingly. Constant monitoring is crucial to seal any loopholes that might arise in this porous style. In a situation where the bond points are changing in an unprecedented fashion like is expected in this system the only way out is to adopt an index strategy that is flexible so that the shocks are well taken care of without harming the economy per se. In the Australian fixed interest risks are very common leading low annualised returns if not well managed by managers. Australian and international property is also quite expensive and has suffered a lot form the recent experiences, the management cost has been sky rocketing leading to excesses. Private equity is very unpredictable and cannot be easily correlated with other classes. It can therefore be hectic trying to draw comparisons and parallels of its performance. The alternative would be value added form which promotes management and injects fresh impetus into the whole investment. The next is index management which is very stable and is suitable for comparisons with other sectors and inter countries (Clinton, Van der Merwe, 2006). Managers A has done exceptionally well in terms of the results that he has put forward. For instance, the reported annual dividend is higher (4.51%) signifying good profits for the investment chosen. The fully flanked dividend was quite stable during manager As period. Fund managers should try a combination of value addition and active management. This will enable them to have better control of the investment, the trickling effect will be very high and there will be good monitoring and comparison of the investments in many fronts van der (Merwe, 2011; Clinton, Matuszewski, Tidrick, 2011). References Clinton, D., Matuszewski, L.,Tidrick, D. (2011). "Escaping Professional Dominance?". Cost Management. New York: Thomas Reuters RIA Group (Sep/Oct). Clinton, D., Van der Merwe, A. (2006). "Management Accounting - Approaches, Techniques, and Management Processes". Cost Management. New York: Thomas Reuters RIA Group (May/Jun). Friedl, G., Hans-Ulrich, K., Burkhard, P. (2005). "Relevance Added: Combining ABC with German Cost Accounting". Strategic Finance (June): 5661. Sharman, A. (2003). "Bring on German cost accounting". Strategic Finance (December): 29. Kilger, W. (2002). Flexible Plankostenrechnung und Deckungsbeitragsrechnung. Wiesbaden, Germany: Gabler GmbH. van der Merwe, A. (2011). Presentation at IMA's annual conference - Managerial Costing Conceptual Framework Session. Orlando, FL: Unpublished.

The Book Thief and The Art of Racing in the Rain Essay Example

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The Little Girl Eater, by Septimus Dale Essay Example

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Quantitative analysis Essay Example | Topics and Well Written Essays - 2250 words

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Descripcià ³n de procesos Informacià ³n bà ¡sica (encabezado) Nombre del proceso Responsable o dueà ±o del proceso Cliente (persona, à ¡rea, depto. o empresa) Inicio Final Fecha en la cual se hace la descripcià ³n del proceso. Versià ³n Quià ©n lo elaborà ³ Quià ©n lo autorizà ³ Observaciones   Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Elementos que constituyen la descripcià ³n del proceso ENTRADAS ACTIVIDADES RESPONSABLE SALIDAS Documentos o productos Accià ³n que se realiza con los elementos de entrada para producir las salidas. Deben de expresarse con verbos activos Personas o personas que ejecutan la accià ³n. Documentos o productos. FORMATO PARA DESCRIPCIÓN DE PROCESOS CRà TICOS IDENTIFICADOS A continuacià ³n se presenta el formato para que cada persona describa el proceso indicado. NOMBRE DEL PROCESO_________________________________________ DUEÑO DEL PROCESO__________________________________________ INICIO DEL PROCESO: __________________________________________ FINALIZACIÓN DEL PROCESO: __________________________________ CLIENTE_______________________________________________________ FECHA_____________________VERSIÓN: __________________________ ENTRADAS ACTIVIDADES RESPONSABLE SALIDAS Elaborado por:_______________________  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Aprobado por: _____________________ Fecha: _______________   Circulacià ³n: ______________________________________ 5. Rediseà ±o y validacià ³n de proceso Para ser competitivos deberà ­amos de abandonar las viejas ideas acerca de cà ³mo se debà ­a organizar   y dirigir un negocio. La reingenierà ­a significa volver a empezar, arrancando de cero. En esencia, la idea està ¡ en el pensamiento discontinuo. La identificacià ³n y el abandono de reglas anticuadas y de supuestos fundamentales que sustentan las operaciones o procesos corrientes. La reingenierà ­a es la revisià ³n fundamental   y el rediseà ±o radical de los procesos para alcanzar mejoras espectaculares en medidas crà ­ticas y contemporà ¡neas de rendimiento, tales como costos, calidad, servicio y rapidez. METODOLOGà A I: FASE I Filosofà ­a empresarial: Visià ³n, Misià ³n y Valores. Definir la empresa (productos o servicios, competencia, estructura, etc.) Identificacià ³n de procesos Clasificacià ³n de procesos crà ­ticos (cadena de valor) Diagrama de interrelaciones de procesos crà ­ticos FASE II Mapeo de procesos crà ­ticos. Recursos, documentos, apoyo e indicadores de eficiencia   y eficacia. Descripcià ³n de procesos crà ­ticos. Construccià ³n de diagramas de los procesos crà ­ticos.  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   FASE III Validacià ³n de los procesos. 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Modularizar 4 A8. Especificar implantacià ³n 4 A9. Aplicar tecnologà ­a 4 A10. Planificar implementacià ³n SOLUCIÓN: Diseà ±o Social 4 B1. Facultar a empleados que tienen contacto con clientes 4 B2. Identificar grupos de caracterà ­sticas de cargos 4 B3. Definir cargos / equipos 4 B4. Definir necesidades de destrezas y personal 4 B5. Especificar la estructura gerencial 4 B6. Rediseà ±ar fronteras organizacionales 4 B7. Especificar cambios de cargos 4 B8. Diseà ±ar planes de carreras 4 B9. Definir organizacià ³n de transicià ³n 4 B10. Diseà ±ar programa de gestià ³n del cambio 4 B11. Diseà ±ar incentivos 4 B12. Planificar implementacià ³n TRANSFORMACIÓN: 5.1 Completar diseà ±o del sistema 5.2 Ejecutar diseà ±o tà ©cnico 5.3 Desarrollar planes de prueba y de introduccià ³n 5.4 Evaluar al personal 5.5 Construir sistema 5.6 Capacitar al personal 5.7 Hacer prueba piloto del nuevo proceso 5.8 Refinamiento y transicià ³n 5.9 Mejora continua ESTRUCTURA Là ­der. 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Individuo responsable de desarrollar tà ©cnicas e instrumentos y de lograr sinergia. Capacita y apoya; coordina las actividades. 6. Herramientas para la optimizacià ³n de procesos PROCESO HERRAMIENTAS 1. Identificar problemas para resolver y proyectos de mejora. à ¼ Recoleccià ³n de datos à ¼ Tormenta de ideas à ¼ Principio de Pareto 2. Investigar las verdaderas causas del problema y/o factores para un proyecto. à ¼ Grà ¡ficas e histogramas à ¼ Listas de verificacià ³n à ¼ Tormenta de ideas à ¼ Diagrama causa efecto à ¼ Principio de Pareto à ¼ Anà ¡lisis de registro de produccià ³n o inspeccià ³n. 3. Determinar las mejores opciones o soluciones. à ¼ Principio de Pareto à ¼ Tormenta de ideas 4. Aplicar y evaluar las soluciones. à ¼ Recoleccià ³n de datos à ¼ Listas de verificacià ³n à ¼ Grà ¡ficas e histogramas 5. Tomar acciones para evitar que el problema se repita o asegurar que el proyecto sea exitoso. à ¼ Conceptos modernos de control à ¼ Modelos de planeacià ³n. 6. 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Procedimiento: a) Plantear claramente los objetivos del proyecto o del problema a resolver b) Analizar cada caso para definir quà © se va a medir u observar c) Registrar y ordenar todos los datos obtenidos d) Relacionarlos de manera que puedan proporcionar informacià ³n confiable e) Procesar la informacià ³n obtenida y validarla con los expertos en el tema f) Ordenar los datos de acuerdo con el grado de importancia o impacto g) Seleccionar la informacià ³n relevante a la solucià ³n del problema o al à ©xito del proyecto. TORMENTA DE IDEAS Es una tà ©cnica que consiste en dar oportunidad a todos los miembros de un equipo de trabajo, para opinar y sugerir con relacià ³n a un determinado proyecto o problema. Procedimiento: a) Se coloca el grupo frente a un rotafolio en forma circular. b) Nombrar a la persona que escribirà ¡ las ideas c) Se inicia el aporte de ideas uno por uno de acuerdo con la direccià ³n de las agujas del reloj. d) Cada idea es registrada en el rotafolio por la persona designada e) No se permite interrumpir o censurar al expositor de turno f) Las ideas se van desarrollando por està ­mulo de las ideas de los otros g) Se da por finalizada esta fase, cuando todos hallan agotado sus ideas del tema en cuestià ³n. h) Anà ¡lisis y reflexiones: cada quià ©n analiza la lista de ideas generadas, se permiten las preguntas para aclaraciones, se descartan las ideas descabelladas o no posibles, se utiliza alguna tà ©cnica adecuada para ordenarlas de acuerdo con la importancia que el grupo   considere adecuada. PRINCIPIO DE PARETO En todo fenà ³meno que resulte como consecuencia de la intervencià ³n de varias causas o factores ordenados de mayor a menor, segà ºn sea su importancia, se encontrarà ¡ que un nà ºmero pequeà ±o de causas, que encabeza la lista, contribuye a la mayor parte del efecto; mientras que el grupo restante, contribuye a una pequeà ±a parte del efecto.    CAUSAS  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   EFECTO Pocos Vitales  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Muchos Triviales Grà ¡fica de Pareto: Es una grà ¡fica presentada por barras verticales en forma descendente, correspondiente a la priorizacià ³n dada por el principio de Pareto o regla 80/20. Procedimiento: a) Identificar el efecto que nos interesa analizar (proyecto o problema crà ­tico) b) Hacer lista de todas las posibles causas que contribuyen al efecto (tormenta de ideas), si es posible se puede de una vez cuantificar el impacto. c) Ordenar dichas causas basadas en su contribucià ³n de mayor a menor, con su peso cuantitativo real o por medio del porcentaje. d) Graficar en forma de barras para identificar los pocos vitales y los muchos triviales. DIAGRAMA CAUSA EFECTO O DE ISHIKAWA. Es una herramienta para el anà ¡lisis de causa efecto, utilizada para determinar acciones o soluciones a problemas identificados a travà ©s de un anà ¡lisis de Pareto. Este diagrama de Ishikawa se traza con una espina dorsal o là ­nea central que constituye e camino a la cabeza que es donde colocamos el efecto (proyecto o problema a resolver), hacia la cual se dirigen las espinas que està ¡n constituidas por las causas y sub-causas. Tà ©cnica de las 5M ´s: En las empresas se utiliza esta clasificacià ³n de causas, que aunque no es obligatoria, incluye la clasificacià ³n de causas en cinco categorà ­as, que la experiencia muestra que son prà ¡cticas y nos ayuda a ordenar la informacià ³n de una forma bastante simple. Las categorà ­as especà ­ficas son: à ¼ Mano de obra à ¼ Mà ©todos y procedimientos à ¼ Materiales à ¼ Maquinaria y equipo à ¼ Medio ambiente. Procedimiento: a) Definir el problema o situacià ³n a realizar. Normalmente derivado del anà ¡lisis de Pareto. b) Dibuje un cuadro o rectà ¡ngulo al lado derecho de la hoja o superficie en la cual va a construir el diagrama y escriba dentro del cuadro el problema o efecto. c) Dibuje una flecha horizontal de izquierda a derecha que llegue al cuadro dibujado d) Dibuje las espinas, cinco si decide utilizar las 5M ´s, rotulando cada una con las categorà ­as. e) Coloque cada una de las causas de acuerdo con su naturaleza en la categorà ­a que considere adecuada.  Ãƒâ€šÃ‚   Utilice previamente la tormenta de ideas. f) Al terminar de la clasificacià ³n en el diagrama, determine las causas mà ¡s importantes para definir una accià ³n concreta. Mano de Obra  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Mà ©todos y Procedimientos Maquinaria y  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Materiales  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Medio ambiente Equipo CAUSAS EFECTO GRà FICAS ESTADà STICAS, HISTOGRAMA Las grà ¡ficas son representaciones de algà ºn fenà ³meno o evento cualquiera a travà ©s de figuras, sà ­mbolos, là ­neas, dibujos, etc   Al mismo tiempo, son herramientas de comunicacià ³n que permiten expresar de una forma muy clara, simple y efectiva lo que nos nà ºmeros muestran confusamente u ocultan. Procedimiento: a) Ordenar los datos en un formato adecuado para el efecto. b) Decidir quà © tipo de grà ¡fica serà ¡ à ºtil y verificar si se cuenta con los datos necesarios para construirla. c) Construir la grà ¡fica de acuerdo con los datos trazando en los casos que se necesiten los ejes horizontal (X) y vertical (X). d) Asigne la escala mà ¡s adecuada, buscando la proporcionalidad mà ¡s adecuada para el tipo de grà ¡fica que se construirà ¡. e) Dibuje a mano o con la ayuda de la computadora la grà ¡fica especà ­fica. f) Una puntos, correlacione variables, utilice porcentajes, etc.   dependiendo de si es una grà ¡fica de barras (verticales u horizontales), grà ¡fica de pastel o circular, un diagrama de dispersià ³n, una grà ¡fica de Pareto, un histograma, una grà ¡fica de control, etc. PRESENTACIÓN A LA GERENCIA Tambià ©n se denomina presentacià ³n de proyectos y es una de las actividades mà ¡s importantes y provechosas para los equipos, ya que todos tendrà ¡n la oportunidad de exponer frente a la gerencia. Consiste en presentar todo lo que se ha trabajado desde la tormenta de ideas para identificacià ³n de problemas o proyectos, hasta el planteamiento final de la solucià ³n, en la cual todos los integrantes de un equipo han aportado ideas, creatividad, trabajo y han colaborado para alcanzar el à ©xito. Procedimiento: Antes de la presentacià ³n: a) El equipo de trabajo debe prepararse y ordenar la presentacià ³n de su proyecto para que sea claro y preciso. b) Organizar, estableciendo un orden là ³gico de temas y asignarlos de tal manera que todos participen en la presentacià ³n.   c) Practicar la presentacià ³n para enmendar errores y cumplir con el tiempo designado. d) Preparar todos los detalles necesarios con anticipacià ³n, para evitar contratiempos. e) Asegurarse que en el lugar de la presentacià ³n donde se va a realizar està © bien acomodada y que se cuente con todos los recursos necesarios. f) Asegurarse que sean invitados y que asistan todas las personas que son vitales para la presentacià ³n. 7. Justo a tiempo Es una filosofà ­a industrial, que considera la reduccià ³n o eliminacià ³n de todo lo que implique desperdicio en las actividades de compras, fabricacià ³n, distribucià ³n y apoyo a la fabricacià ³n (actividades de oficina) en un negocio. El desperdicio se concibe como todo aquello que sea distinto de los recursos mà ­nimos absolutos de materiales, mà ¡quinas y mano de obra necesarios para agregar valor al producto. Justo a tiempo (JAT) implica producir sà ³lo exactamente lo necesario para cumplir las metas pedidas por el cliente, es decir producir el mà ­nimo nà ºmero de unidades en las menores cantidades posibles y en el à ºltimo momento posible, eliminando la necesidad de almacenaje, ya que las existencias mà ­nimas y suficientes llegan justo a tiempo para reponer las que acaban de utilizarse y la eliminacià ³n de el inventario de producto terminado. Para que el JAT sea efectivo es necesario desarrollar una cultura de intervencià ³n de las personas, de trabajo en equipo, de involucramiento de las personas con las tareas que realiza, de compromiso o lealtad de los colaboradores con los objetivos de la empresa, para que el JAT funcione. APLICACIONES Produccià ³n o procesos de produccià ³n. n Utilizar mà ¡quinas de mà ºltiples propà ³sitos, en las que fà ¡cilmente se pueda pasar de la produccià ³n de un componente a otro. n Aplicar las tà ©cnicas de grupos o celdas, donde las series de componentes se puedan producir juntas, esto permite reducir los perà ­odos de planificacià ³n. n Trazar un esquema en U, en el cual los materiales se colocan en un costado de la U, y los productos terminados en el otro costado, permitiendo la reduccià ³n del movimiento del material. n Utilizar à ³rdenes de compra generales , que autoricen a un proveedor a suministrar una cierta cantidad de material durante un perà ­odo de tiempo, esto evita las à ³rdenes individuales, ahorrando tiempo y esfuerzo. Reduciendo los costos operativos. Niveles de inventario reducidos n Utilizar un sistema para hacer que los materiales fluyan de acuerdo con los requerimientos de produccià ³n / trabajo, conocido tambià ©n como sistema de afluencia antes de un sistema de almacenado. Mejoramiento del control de calidad n Insistir en los detalles de calidad de los proveedores o fuentes. n Adoptar un sistema de control de calidad total, comenzando con la calidad de los artà ­culos suministrados por el proveedor, poniendo à ©nfasis en la calidad en la là ­nea de produccià ³n de los artà ­culos manufacturados y en la calidad del servicio que presta el colaborador. Mejoramiento de la calidad y la fiabilidad. n Diseà ±ar calidad y fiabilidad en el producto. Utilizar tà ©cnicas de ingenierà ­a del valor, diseà ±o para la fabricacià ³n y diseà ±o para el montaje. El objetivo es eliminar el descarte y todos los defectos, para que los clientes reciban una calidad superior con menos reparaciones de garantà ­a. Flexibilidad del producto. n La menor cantidad de trabajo en proceso permite una mayor capacidad para responder rà ¡pido a los cambios en las demandas del consumidor para diferentes artà ­culos. Responsabilidad en la distribucià ³n. n Al utilizar el sistema de afluencia y el control de calidad total permite dar una mejor respuesta a los clientes, en cuanto a una distribucià ³n puntual de productos y de servicios de calidad. Utilizacià ³n de los activos. n Reducir la inversià ³n de capital. n Al reducir los inventarios y contar con un manejo mà ¡s eficiente, se requieren menos activos para los procesos actuales. Esto permite reducir los gastos operativos de las instalaciones actuales o brinda mà ¡s espacio para la expansià ³n del negocio. Utilizacià ³n del personal n Promover la capacitacià ³n cruzada del personal para trabajar en diferentes à ¡reas de produccià ³n. Los empleados familiarizados con el proceso contribuyen al mejoramiento continuo; pues poseen mà ¡s sentido de propiedad con respecto al producto o servicio. Minimizacià ³n de los costes: n Reducir el inventario. n Reducir el desperdicio de material y el desaprovechamiento de la mano de obra debido a los defectos. n Establecer cuotas de trabajo simplificadas que significan menores costes por primas. n Reducir los costes mediante el mejoramiento del mantenimiento preventivo. n Simplificar los procesos administrativos para reducir el trabajo por empleado. FASES FASE 1: Definir el porquà © El porquà © de aplicar el JAT es convertir la produccià ³n de la empresa en un arma estratà ©gica y no sà ³lo para bajar costos. En esta fase hay dos pasos: 1. Concientizacià ³n: Las directivas tendrà ¡n que formarse una idea clara del JAT a fin de generar tres visiones del futuro relacionadas entre sà ­: n Visià ³n del Proceso Fà ­sico -ver a la empresa dentro de 3 a 5 aà ±os, en su proceso fabril, flujo de materiales, compras, distribucià ³n, etc. n Visià ³n del Clima Organizacional -Se debe tener un fuerte liderazgo del presidente, una à ©tica en toda la empresa que propicie la innovacià ³n y haga sentir a los empleados que su aporte es importante, trabajo en equipo y cooperacià ³n entre departamentos, personas que està ©n acordes con los requerimientos del cargo y que se sientan motivadas a contribuir al mejoramiento de su empresa. n Visià ³n del Mercado -Ver posibles oportunidades en el mercado para adelantarse a la competencia. 2. Formular Estrategia de Produccià ³n/Mercado: Dicha estrategia debe ser comprensible para todos. Un nivel se referirà ¡ al crecimiento y expansià ³n otro nivel a responsabilidades de los cargos y otro a estabilidad de los cargos. FASE 2: Creacià ³n de la Estructura En la organizacià ³n entran en juego cuatro protagonistas clave:   n El comità © directivo: Encabezado por un alto ejecutivo, el gerente de planta, representantes de gerencia medias, supervisores y empleados comunes. n Un facilitador: Persona accesible y de confianza, su funcià ³n es que el esfuerzo JAT sigua su marcha y que se alcancen los objetivos a corto y largo plazo. n Los grupos encargados de proyectos: Son los encargados del proyecto piloto, de la implantacià ³n del JAT   proyecto por proyecto. Formado por miembros de administracià ³n superior intermedia y los empleados de la fà ¡brica que pondrà ¡n en prà ¡ctica   los cambios n Los jefes de los grupos de proyectos: Son administradores del grupo y el enlace con el comità © directivo. FASE 3: Puesta en Marcha del Plan  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚  Ãƒâ€šÃ‚   Comprende tres pasos: 1. Proyectos piloto e implantacià ³n proyecto por proyecto: se establecen ciertas tà ©cnicas JAT, como agilizacià ³n del alistamiento, las celdas de maquinaria, y los sistemas de halar. Otros proyectos pilotos girarà ­an en torno a à ¡reas externas de oportunidad, tales como compras JAT. 2. Educar: Capacitar al personal para que adquieran las habilidades necesarias para llevar a cabo el JAT. 3. Cambiar Sistemas y Normas. Para que se amolden a los principios del JAT. 8. Kaizen Kaizen es un sistema enfocado en la mejora continua de toda la empresa y sus componentes, de manera armà ³nica y proactiva. El Kaizen surgià ³ en el Japà ³n como resultado de sus imperiosas necesidades de superarse a si misma de forma tal de poder alcanzar a las potencias industriales de occidente y asà ­ ganar el sustento para una gran poblacià ³n que vive en un paà ­s de escaso tamaà ±o y recursos. Hacer posible la mejora continua y lograr de tal forma los mas altos niveles en una serie de factores requirià ³ aparte de constancia y disciplina, la puesta en marcha de cinco sistemas fundamentales: 1. Control de calidad total / Gerencia de Calidad Total En su desarrollo inicial, hacà ­a à ©nfasis en el control del proceso de calidad. Esto ha evolucionado hasta convertirse en un sistema que abarca todos los aspectos de la gerencia, y ahora se conoce como gerencia de calidad total (TQM). La gestià ³n de calidad total es una manera de mejorar constantemente la performance en todos los niveles operativos, en cada à ¡rea funcional de una organizacià ³n, utilizando todos los recursos humanos y de capital disponibles. El mejoramiento està ¡ orientado a alcanzar metas amplias, como los costes, la calidad, la participacià ³n en el mercado, los proyectos y el crecimiento. en la aplicacià ³n de mà ©todos cuantitativos y recursos humanos para mejorar el material y los servicios suministrados a una organizacià ³n, los procesos dentro de la organizacià ³n, y la respuesta a las necesidades del consumidor en el presente y en el futuro. La gestià ³n de calidad total integra los mà ©todos de administracià ³n fundamentales con los esfuerzos de perfeccionamiento existentes y los recursos tà ©cnicos en un enfoque corregido, orientado al mejoramiento c

AIDS and STD Education :: Free AIDS Essays

AIDS and STD Education Adults (over the age of 18) from the _________ company and other peope who I know were randomly assigned to receive the survey. The group includes married males and females as well as single male and females. There are 19 female and 31 male subjects. A survey consisting of twenty statements concerning sexually transmitted disease and HIV infection. The survey was designed by myself . The purpose of the survey is to measure participants awareness of AIDS and sexually transmitted diseases. I am trying to show that people are not well informed about subjects such as condom use, condom use and alcohol, transmission of sexual diseases, and the magnitude of the AIDS problem. Subjects are asked to choose the level with which they agree or disagree with each statement. There are two levels of agreement and two levels of disagreement. See appendix A. A consent form was signed by all participants. See appendix B. Results t-test*: t (48) = -2.2185, p < .0313 | | | df cv pv Variable N Mean Std Dev. Minimum Maximum Q1 50 1.420 0 .810 1.00 4. AIDS and STD Education :: Free AIDS Essays AIDS and STD Education Adults (over the age of 18) from the _________ company and other peope who I know were randomly assigned to receive the survey. The group includes married males and females as well as single male and females. There are 19 female and 31 male subjects. A survey consisting of twenty statements concerning sexually transmitted disease and HIV infection. The survey was designed by myself . The purpose of the survey is to measure participants awareness of AIDS and sexually transmitted diseases. I am trying to show that people are not well informed about subjects such as condom use, condom use and alcohol, transmission of sexual diseases, and the magnitude of the AIDS problem. Subjects are asked to choose the level with which they agree or disagree with each statement. There are two levels of agreement and two levels of disagreement. See appendix A. A consent form was signed by all participants. See appendix B. Results t-test*: t (48) = -2.2185, p < .0313 | | | df cv pv Variable N Mean Std Dev. Minimum Maximum Q1 50 1.420 0 .810 1.00 4.

Inventory Management Essay

Inventory is the quantity or total amount of goods and materials in a store or factory for some immediate or some future use. The reasons for holding more than adequate stocks of inventory would be 1.  Ã‚  Ã‚  Ã‚  Ã‚   to keep business operations running and to meet current orders 2.  Ã‚  Ã‚  Ã‚  Ã‚   to meet unforeseen demand and to effectively meet customer orders 3.  Ã‚  Ã‚  Ã‚  Ã‚   to take care of the lead time , ie , the time gap between ordering the stores and   receiving them and place orders accordingly 4.  Ã‚  Ã‚  Ã‚  Ã‚   to use as a hedge against price increases and inflation and control losses 5.  Ã‚  Ã‚  Ã‚  Ã‚   to even out erratic demand requirements. Inventory control or inventory management is an attempt to maintain an adequate supply of goods while minimizing inventory costs resulting from obtaining and holding inventory with the purpose of providing information to â€Å"efficiently manage the flow of materials, effectively utilize people and equipment, coordinate internal activities and communicate with the customers.†Ã‚   .   Some of the terminologies related to inventory management are EOQ-Economic Order Quantity   – or how much to order SAFETY STOCKS- how much inventory to hold on hand REORDER LEVEL – the minimum levels of stocks at which new order for stocks is to be placed. Visual control –enables the manager to examine the inventory visually and determine if more inventory is required. Tickler control -enables the manager to physically count a small portion of the inventory each day so as to cover the entire range of inventory regularly over several days. Click sheet control is a method whereby the manager records the item as it is used on a sheet of paper. This information is used while determining the reorder levels.   Stub control (used by retailers) enables the manager to retain a portion of the price ticket when the item is sold. The manager can then use the stub to record the item. Point-of-sale terminals relay information on each item used or sold. The manager receives information printouts at regular intervals for review and action. Off-line point-of-sale terminals relay information directly to the supplier’s computer who uses the information to ship additional items automatically to the buyer/inventory manager. The final method for inventory control is done by an outside agency. A manufacturer’s representative visits the large retailer on a scheduled basis, takes the stock count and writes the reorder. Unwanted merchandise is removed from stock and returned to the manufacturer through a predetermined, authorized procedure.

The Fall of Communism in Eastern Europe Essay - 2009 Words

The Fall of Communism in Eastern Europe Many political beliefs exist. Everyone has the right to chose what to believe in, what ideas to have, what to seek and how to achieve his goals. Political science is not very defined and strict. Specific rules saying that if one believes in a certain idea he should join a certain party do not exist. Certain things match certain group of people and other things this group of people would not accept. The same principle can be applied for countries. Communism appears to be successful for China, but it failed for Eastern European countries. It is very important the proper way of government to be found and used by the government of a country. The failure of the government can lead to failure in†¦show more content†¦Karl Marx is the most famous theoretician of communism. Johnson acknowledges Marx’s most famous quote: â€Å"From each according to his ability; to each according to his need† which is a thought that within itself includes the basic idea of communism. Pro fessor Johnson explains that the deeper deliberation of the concept is that everyone is expected to co-operate in the process of production. The individual citizen’s equal rights of access to consumer goods though would be completely unaffected by his own individual contribution to production. (Johnson) It was expected of people to stop thinking about money and how much they get, how much they can spend and how to get more. Furthermore they had to stop thinking about profit, contracts, banking, loans, insurance etc. The communist leaders thought that would eliminate all the major social problems such as class conflict, political oppression, racial discrimination, inequality of sexes, religious prejudice, and cultural backwardness. They believed it would also put an end to more such â€Å"psychological† forms of suffering as isolation and feelings of powerlessness. Johnson claims that the specific type of communism that occurred in Easter Europe was the Marxist-Leninist variant of socialism where people believed that a truly communist society can be achieved only through the powerful overthrow of capitalism and the establishment of a â€Å"dictatorship of the proletariat†. They thought thatShow MoreRelated The Status of Women in the Work Force After the Fall of Communism in Eastern Europe3913 Words   |  16 PagesThe Status of Women in the Work Force After the Fall of Communism in Eastern Europe The fall of communism in Eastern Europe and the former Soviet Union marked the end of an era in which official ideology and state policy often masked the reality of citizens lives. This contradiction was particularly acute for women, a group that the Soviet model of communism was intended to emancipate (Basu, 1995; Bystydzienski, 1992; Corrin, 1992; Einhorn, 1993; Millarand and Wolchik, 1994; Nelson and ChowdhuryRead MoreThe Collapse Of The Communist Soviet Union Ultimately Led1651 Words   |  7 Pagessuperpower. Thus highlighting the inferiority of communism and the superiority of western capitalism. The collapse of communism in Eastern Europe, however, was a result of both domestic and international factors including policies established by both the US and the Soviet leaders, most importantly Gorbachev’s ‘New Thinking’ reforms combined with the hard-line approach of Ronald Reagan. It has also been argued that the collapse of communism in eastern Europe was ine vitable due to its moral bankruptcy,Read MoreThe United States And The Soviet War1183 Words   |  5 PagesChange upended Europe many times in the latter half of the 20th Century. After World War II, with the rise of the United States and the USSR as the world’s foremost superpowers, Europe split between East and West. NATO allied Western Europe and the United States against the rise of communism. The Warsaw Pact allied Eastern Europe militarily. This effectively split Europe into two competing camps that ensured relative peace for the following decades. In 1989, however, that changed entirely. With theRead MoreEssay on The Fall of Communism1064 Words   |  5 PagesWWII, most of Eastern and Central Europe’s countries were being occupied by the soviet army. They came to be controlled by the Soviet government and pulled back behind an â€Å"iron Curtain†. Winston Churchill’s famed Iron curtain remark refers to the countries that fell under the spell of t he Soviet Union and shut out the western world ways of capitalism. The countries of Eastern Poland, Hungary, Czechoslovakia, Bulgaria, Yugoslavia, Romania, Albania and Eastern Germany formed the Eastern Bloc that wasRead MoreCauses anf Results of Communism in Eastern and Central Europe611 Words   |  3 PagesCommunism was one of the political theories founded by Friedrich Engels and Karl Marx in the end of the 19th century . Both of these philosophers had the same point of view concerning the economic and political principles. Also, Communism brought up many changes to International Relations , and the body of the essay will describe the causes and results of Communism in Eastern and central Europe. In 1844 Engel and Marx started to discover interesting facts about Communism and no longer in 1848Read MoreThe Collapse Of Communism Was A Major Victory For The United States1231 Words   |  5 Pagesto the East Germans who had been oppressed under communism in East Germany. The transition let Germany govern themselves, ending the control of the United States, Britain, France and the Soviet Union. This event was important in America; because it symbolized the collapse of communism. It meant that the United States cold war with Russia was over, It recreated a trade relation with America and countries all over the world. The collapse of communism was a major victory for the United States. â€Å"By theRead MoreCommunism And The Soviet Union Essay1672 Words   |  7 Pagestwo ideological blocks. The eastern bloc popularly known as the United Socialist Soviet of Russia (USSR) and the western bloc dominated by United States and European countries. Now the Soviet Union supported socialist economic ideology and was prepared to ensure that the socialist countries remained socialist-by all means. On the other hand, United States and allies were for capitalism and were determined to spread it as far as possible. They detest socialism and communism because it was against buildingRead MoreThe War Of The Cold War1504 Words   |  7 Pageswas the fight for communism vs. capitalism. With this, I contend, that there are various contributions from this war, that created the society that we live in today. At the end of World War Two, came the beginning of the Cold War. The war lasted from about 1945 to 1963. There were many different aspects of importance to this war, but some of the main focuses were on the more bigger issues. Some of those issues involved; The possession of nuclear weaponry, the division of Europe into two differentRead MoreContainment: Cold War and George C. Marshall Essay960 Words   |  4 Pagesthree specific programs or institutions in your response. * First laid out by George F. Kennan in 1947, Containment stated that communism needed to be contained and isolated, or it would spread to neighboring countries. This spread would allow the Domino Theory to take hold, meaning that if one country fell to communism, then each surrounding country would fall   * Kennan sent a 8000 telegram to the U.s (long telegram) he told insight on soviets and there ruthless expansion. He said thatRead MoreCollapse Of The Soviet Union Inevitable1334 Words   |  6 Pagesfrom 1945-1991, the Cold War came to an end due to the fall of the Soviet Union. It was inevitable due to the fact during the last few years of the war, the USSR face internal domestic problems such as their financial/economic situation, failed political reforms, and revolution throughout the Union itself. The causes to the collapse of the Union not only affected them but affected the world to present day. The first major reason why the fall of the Soviet Union was inevitable was due to their internal