Essay --

Presentation Distributed computing is the transmission of registering as a skill as opposed to a modern decent, whereby normal methods, programming, and signs are conveyed to PCs and different mechanical assemblies as an assistance over a framework (Mell and Grance, 2011). Distributed computing praises, distinctively bound together, offices with the shipped information, programming, and control through an association. Programming as an assistance (SaaS) is every now and again contacted with distributed computing. End clients have an entrance to cloud depended claims through a system program or a light weight work area or portable application while the word related programming and realities are saved on servers at a removed spot. Cloud applications endeavor to extend the equivalent or more advantageous help and introduction than if the product bundles were associated close by on the end-client processors. At the premise of distributed computing is the greater thought of association meeting (or Converged Substructure) and mutual offices. Such an information centered condition grants undertakings to build up their solicitations fully operational prior, with more settled reasonability and less upkeep, and permits IT to extra rapidly alter IT assets to experience changing and erratic word related interest. Cloud Clients Administrators get to distributed computing expending associated customer methodologies, for example, work area processors, PCs, tablets and portable. Among these devices, cloud customers depend distributed computing for totally or a standard of their solicitations to be in a general sense absence of it. Occasions are flimsy clients and the chrome niches dependent on programs. Various cloud entries don't require exact programming on the customer and in its place utilize a net program to interrelate through the cloud application. With AJAX and HTML5, these... ...asonable. It is likewise valid for customary/regular server farms. Subsequently nations with promising conditions like Sweden, Europe and Switzerland are requesting to enchant distributed computing measurements focuses. Vitality skill in distributed computing can outcome from vitality cognizant planning and server union. However, in the condition of scattered mists above server farms with unique premise of energies checking inexhaustible premise of energies, a little arrangement on vitality ingesting decrease could result in high carbon impression drop. This innovation is required to develop significantly in the coming years, and may in all likelihood be one of the inventive advancements that spring our progress into another period. The speed where data is being moved and put away is developing continually and there is no indication of that easing back down at any point in the near future.

The Importance of the Dance in A Dolls House Essay -- A Dolls House E

The Importance of the Dance in A Doll's House  Moving is a delightful type of articulation that uncovers a decent arrangement about an individual in a matter of minutes.â Characters that move in plays and books generally streak a type of basic importance relating to their story, sparkling light on themselves, different characters, and the development of the action.â In Ibsen's A Doll's House, Nora's exhibition of the tarantella sums up the plot of the whole play.â  Take, for instance, Torvald's mentality towards Nora's odd movements.â Torvald plays the piano for Nora at first, yet turns out to be so disappointed with Nora's moving that he deserts his tune and endeavors to re-educate Nora the tarantella.â This basic showdown mirrors the fundamental activity; Torvald is the person who gives Nora music and who had recently instructed Nora how to move, much the same as he is the person who gives her a home and has shaped her into his optimal wife.â Nora can't move musically to Torvald's tune in light of the fact that both her untruths and Torvald's solid confidence in application...

Reserch Paper Is Perfect For Scrapbooking

Reserch Paper Is Perfect For ScrapbookingReserch Paper makes a quality drafting paper that is perfect for not only school projects, but also for all other uses. This paper is made of real wooden pulp and it is acid-free.This paper can be used for various uses. You can use it for your home and for your desk. If you are using it for your desk, then it can be used to make a scrapbook, just like you would use regular paper to make a scrapbook. You will find this paper perfect for making lettering and printing, just like you would for your scrapbook page.If you are using this paper to make a scrapbook, then you might want to consider using cardstock instead of reserch paper. Cardstock is paper that are very easy to cut out, is very flexible, and is much cheaper than research paper. So if you are having a scrapbook and need a couple of different pages that you can just use for projects, then cardstock will do the trick just fine.When you are looking for a cheaper alternative to regular pap ers, then research paper is perfect for you. Just think about the many great uses for this paper. You can do just about anything with it, from scrapbooking to making a home page or even a full-page project for you computer.Many students choose research paper because it is easy to work with and a lot of the other paper is a lot easier to work with. Another reason why research paper is so popular is because of its affordability. It is affordable, yet is used for lots of things that other types of paper aren't used for.A lot of people don't know that there is a paper called Reserch but don't realize what it is. It is a paper that is used to make different kinds of papers, as well as making journaling paper. Reserch paper is most popular among home school parents because it is easy to use and makes wonderful school projects. Also, if you are looking for a replacement for scrapbooking paper, then you should give reserch paper a try.You will be able to save a lot of money because of the e ase of this paper and the fact that it is made in a low income area, which is usually found in the Midwest cities. Plus, if you like the idea of saving a lot of money when you are doing things around the house, then research paper is a good option for you.Even though research paper is a paper that is ideal for scrapbooking, you can use it for making your lettering and adding some colors on your home page. Even though it isn't your best choice for regular paper, it can be a great alternative that you can use to make your scrapbook something special, just like you might have always wanted to.

Implementation of lean theory - Free Essay Example

Sample details Pages: 24 Words: 7258 Downloads: 6 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Executive Summary Toyota is a name that when seen brings an image of high quality, durability, cost/fuel efficient and best value for money in the car industry. The reason for such a high standard is that Toyota Production System has Pioneered and Implemented Lean Principles in Production system. These principles didnt have the effect immediately in the start but at the last stages, it proved to have a greater worth for it. By implementation of Lean Theories and Philosophy, Toyota had got rid of much wasteful activities using Just In Time approach. The understudy report consists of the Implementation of Lean Principles on a Construction Project which was significantly delayed due to lack of managerial qualities. The Client built a new Head office to shift all the activities from the previous offices in to the new one, but a delay to all activities was observed. It has been analyzed that the construction companies fail to give proper time to the initial Pre-Design and Design Phases and are more reluctant towards starting their construction. Don’t waste time! Our writers will create an original "Implementation of lean theory" essay for you Create order The current method of working of the company is mapped and explained with the possible issues and problems are being enlisted. The Design Build approach of Procurement was appraised and further improvements have been suggested. The second part of the report consists of the major and applicable Lean Principles and how they can be implemented in Construction Projects. This not only reduces the wasteful activities but also prove to be cost efficient as mapped. Lastly some merits of Lean Implementation on the construction project have been enlisted and conclusions are drawn. NEW HEAD OFFICE OF COMMERCIAL BANK OF KUWAIT (CBK) Introduction The Commercial Bank of Kuwait is a well known Bank in Kuwait having its roots back in 1960s. It began with a simple minded policy from just a small part of the property with the aim to handle the financial burden on the main bank of Kuwait; the National Bank of Kuwait. Being an old player in the country, the CBK decided to shift its old head office to the new location as the old building had many issues like less working space creating hurdles in modernizing the banking facilities. The old office was in the region of Maidan Hawally which is considerably famous for foreigners living in the region. The new head office of CBK is in the Centre of Kuwait i.e. Kuwait City which is the economic hub of overall State of Kuwait. In this project, Commercial Bank of Kuwait was the main funding source. The Project began in January 2007 and the construction of the Bank lasted till March 2009. Although the project was expected to be completed by June 2008 whereas only the construction phase had jus t finished till March 2009 and the final building being handed over by September 2009. The study of the project indicated that the Project was not only delayed yet was significantly over budgeted. The Project was approximately 30 % over budget and 15 months delayed. Moreover not only these issues affected the project but too many changes by the client were also a reason for the delay. The delay in the completion of the CBK Project was due to two reasons. One being that the Chief Executive Officer of the CBK resigned due to some personal issues with Managing Director of the Bank and the other reason was due to the Financial Crunch throughout the globe. These two reasons caused changes in the project after a long halt to the construction till the new CEO was assigned as the requirements of the project were altered accordingly. Therefore only one person cannot be held responsible for the overall delay caused in the CBK Project. According to Tucker (1998), a high level of management in Construction is very much essential for smooth flow of project. Thus it can be said that there were flaws in the design phase of the project and the lack of good management resulted in overall failed on-time delivery of the project. The Procurement method of the project was Design Build keeping in view the needs and outcomes of the project. The Client (CBK itself) had future plans for further development which all seemed to be left in vain of further initiation due to such a mess created. There fore the Client took keen interest to map the overall processes of the project in order to learn the flaws that delayed the Project so as to further smoothen up its activities. Working Philosophy in the CBK Project Being appointed as an Assistant Project Manager by the Client (Commercial Bank of Kuwait), the task allocated was to analyze the overall performance of the CBK Headquarters project and prepare a report to learn the flaws and outcomes of the project. Such an exercise was done in order to generate preventive measures so that future projects may not be delayed much. The report consists of a comprehensive analysis of methodology used for the Development of Headquarter of CBK and the maximum emphasize is given to the changes in the design i.e. the overall management of the design. The first step taken into consideration is the feasibility report or the outline of the project which is the first process in a project. A detailed approach in investigation is taken therefore, the Contractor (Ahmadiah Contracting-Kuwait), the team of Client (CBK), stakeholders and other parties involved in the project were consulted. All the processes are shown are Appendix 1. Method of Procurement The method of procurement in this project was Design and Build. It is very much necessary to understand what this approach is by analyzing the method. From the clients point of view, the success of the project is nearly decided by choosing appropriate method of procurement in the beginning. The common layout of the system can be seen in the figure below. Fig.2 indicates that this system is very much suited for clients who typically pass their risk to the contractor and a close coordination is developed between the design and the contractor team. This enables to synchronize the time, cost and quality of the project in the true sense of good project management perspective. As the cost is pretty much decided in the beginning, the client is confident that all the further process is smoothen up. But the point to be concerned is that all teams should have proper knowledge of design and build approach. Mostly clients which have Design Build approach new into their project end up with the sentence that the contractor has made a lot of money out of this project. This can be true only if the client finds that the things mentioned in the proposal are not same as they should have been. According to Morledge et.al (2006), client should be in notice that: * Design and Build method may change the formal aspect of most of the parties involved throughout the project. * The contractual accountability of the involved parties can change according to the environment and need of the project. Therefore according to Morledge et.al (2006), the client should study the procurement route to be selected from the technical, financial and legal angle, well in advance before the commencement of the bidding stage. By this not only the client but also the other stakeholders involved in the project can proceed safely which having loose much money. From the explained context it can be seen that before initiating any step into the start of the project, if the client spends some time in understanding the possible pros and cons of the selection of procurement method, much discrepancies can be tackled easily. Moreover, the early involvement of the clients design team can lend a helping hand to the client in correct decision making. This type of activity seems to be very scarce in the CBK Project. Processes of CBK Project The working of the CBK Project can be seen in the form of a process map with each activity corresponding to a task. It can be seen that the working standard of the overall project is in the form of a three phase Design Build method. The three phases can be as: a. Pre-Tender Phase b. Tendering Phase c. Implementation Phase The three phases of the project are mapped as processes and sub processes and the roles of different parties involved in the overall project are elaborated (Appendix -1). This exercise enables to understand the whole process easily. Detailed Analysis of Processes The main processes of the New Headquarters of Commercial Bank of Kuwait are discussed as follows: Concept of the Project The Chief Executive of Commercial Bank of Kuwait had a vision towards modernization in the country and the Bank it self. Therefore in order to compete the competitive banks in Kuwait the decision was taken to develop a state of the art building which will serve as an headquarter and economic backbone for the organization. Modernization was in the sense that latest high performance computers with ultra high-tech security were to be operated in the building. Financial Issues The Commercial Bank of Kuwait being the client as well as the funding authority finalized the concept of the project in order to have a brief overview of required budget of the project. For this, closed group meetings and seminars were arranged in order to clear any queries in the mind of the staff of the bank. Planning Phase The top management of the Commercial Bank of Kuwait was keen to modernize its new headquarters. For this to happen, special sessions were arranged in collaboration with Ministry of Planning, Kuwait and State Bank of Kuwait. International Banks like Barclays and HSBC were taken as role model and one model being finalized for the future development. This was a good step as to bring Western standards into an Arab Country. Consultant Team The consultant team (Al-Injaz Architects and Engineers) selected by the client was through competition and the team selected was an experienced one in modern construction. Feasibility Report A feasibility report was made in order to study the potential outcomes of the project and what could be the difficulties faced by the teams. Integrating Clients Objective The Consultant team enlisted the requirements of the client and steps were taken to meet the clients goals. Mainly the clients focus was a state of the art modern building and the whole project to be finished quickly without compromising Quality Standards. Therefore quality standards were also a must for the client. Through critical analysis of the data, the consultant team came out with the Design Build approach of procurement. Design Phase The consultant team started their work in the perspective of Design Build approach so that the tendering process can take place on time. Initial plan setup, architectural designs along with structural designs, cost estimation; all were done right on time. Project Documents The Projects brief long with all the details of the project including deadline of the project, estimated cost, drawings and plan etc are documented. Document Review The first document review meeting was held in which the top management of the CBK took part. All the project documents were critically analyzed and the Chief Executive and Chairman of Commercial Bank of Kuwait were briefed by the Project Manager about the findings of the report. It was decided that the design of the bank was little more luxurious as per the standard set and was exceeding the budget. So minor changes were made and final documents were setup. Tendering Process After finalizing the Project documents, pre-qualification of contractors was done and tenders were called for the development of New Headquarters of Commercial Bank of Kuwait. This was done by the Bidding Committee assigned by the Client which was in close contact with the client during the tendering process. Bidding Documents Confidential bidding documents were received before the deadline and handed over to the client. Bid Evaluation The client selected the contractor with the lowest bid and consulted the consultant team and the project management team in order to approve the bid. Upon the approval from the teams, the client approved the Contractor (Ahmadiah Contracting, Kuwait) and informed the bidding committee. Contract Sign The Bidding Committee arranged a contract signing session in which the contract was signed between the two parties. It was assured that the detailed design would start immediately and the project would be finished on time and in budget. Initial Design The design team of the Contractor (Ahmadiah) started the initial design of the development of New Headquarters of Commercial Bank of Kuwait. The consultant team and the project manager of the client were also involved in this phase and regular meetings with the client were taking place. During this phase proper site survey and investigation was done and the design aspects were altered accordingly. Interior Design The interior designing of the CBK was given much more importance in order to meet the quality standards set by the client. The other reason was to meet the maximum security levels of the requirements of the project. Provision for restaurant In order to serve the employees of the CBK, it was mentioned in the objectives of the client to provide the catering service to the staff so that at lunch time, the staff can enjoy the atmosphere and have a chat and meeting at the same time along with lunch. Design Proposal After finalizing the initial design of the CBK, a design proposal was prepared along with the time and cost estimates for approval from the Client. Final Review The client, consultant team and the project manager set up a meeting in order to critically analyze the proposal and upon approval from the client, the contractor proceeds further. Final Design Plan Layout Once the proposal was finalized, the design team of the contractor started to work on the detailed and comprehensive design of the project. The HVAC, electrical works, the building services including CCTV arrangements, the infrastructure of the building, all were done according to the sub-contractors co-ordination. The final layout of what is to be developed appeared on drawing charts and Auto-Cad drawing were prepared. The Step wise proceedings of the design phase of the CBK project starting from the Clients input and ending at the Contractors output can be seen in the Fig.3. Final Agreement With slight alterations in design and requirement by the client, the contract was review and the construction phase was to be started. Construction Phase The first step of the construction phase was the site acquisition, construction of temporary offices for the staff as well as design team. For this to happen the sub-contractors were put on job and the heavy construction machinery was brought on site. Final Drawings Implemented on Site With the start of working on the construction site, the first step was to excavate the area to be constructed upon. The construction phase started to be as smooth as predicted. Time Quality Checks The project manager of the client (CBK) had frequent visits to the site which resulted in strict control over the time and quality issues. A few incidents took place in which the contractor was not up to the mark as stated in the detailed drawing specifications. For instance, the project manager managed to have a look at the steel standards adopted and found that in the beams, low quality steel was used and was further sent for testing in the laboratory. The overall view of the working of the teams in the CBK Project can be seen in Fig.3. Documentation and Review A very important aspect of the CBK project was that every thing was documented and latest computer software such as Primavera was used on the site. The Clients project manager had an access to it. Some clashes went up due to delay in the project beyond the critical path which was referred to the client. Possible Issues with the Current Method of Working Different types of issues arose during the project life cycle that lead to certain unexpected failures during the project. Following table enlists the main issues: Serial No. Issue Effect on Project 1 Clients lack of knowledge about Design Build Procurement method Being the centre of focus of the overall project, the Design Build method was not clear to the client. The client wanted to include some aesthetic aspects into the building which were technically unable to be employed in the Design Build method resulting in some misunderstandings. 2 Fixed Budget The client had fixed the budget of the CBK Project. This resulted in many changes and the design build team had to work accordingly. 3 Un-necessary Obstructions Un-necessary obstructions caused many delays through the project. * Late design proposal by the clients consultants * Late approval by the top management of client. * Delay in Tendering * Too much consultation with the finance department and the stakeholders. 4 Understanding Issues One of the major flaws found during the project life cycle was the lack of understanding between the parties involved in the project. The clients design team (Al-Injaz) and the contractors design team had some misunderstandings which were later on rectified by meetings. On the other hand, the contractor had some issues with the electrical works and the plastering sub-contractors. Both the sub-contractors were required to work just after five stories were finished but they joined quite later which created a dispute amongst them. 5 Quality Issues As mentioned that the client (CBK) was new with Design Build approach, so he suffered this with regards to the quality issues concerned. The client had certain standards kept in mind which later-on were lacking during construction. Therefore, to rectify them the client had to may extensive amount to the contractor. 6 CEO Resigning As earlier mentioned, the Chief Executive of the CBK resigned due to unknown reasons and there was a lack of willingness developed amongst the top management. The new CEO appointed had to take the charge of the project. Being a new comer, he tried to make few changes, which had to be followed and ended up with increase in cost of the project. 7 Financial crunch Unfortunately, during the project, the worlds market was hit by a downfall and all the banks halted their work. The client being a Bank itself had to respond accordingly resulting in an excess of 6 months delay in the project. 8 Increased Cost of Rental Machinery As the project was significantly delayed, the effect of increased cost was also in the form of rental machinery. This was solely the contractors responsibility but due to the nature developed on the site, the contractor succeeded in getting some amount from the client. The above mentioned issues were found to have a significant impact on the working of the CBK project. The need of the future and to be successful in the field of construction is by analyzing the short comings of previously done processes. To enhance the working and construction processes by the client in the future, the forth coming recommendations in the form of Lean perspective in construction have been defined. All the working can be seen in Appendix -1. ENHANCED WAY OF HANDLING COMMERCIAL BANK OF KUWAIT PROJECT Introduction to Lean According to Egan (1998) and Latham (1994), the construction industry has changed significantly in the past decade, especially the UKs construction industry. Much emphasis is now given to improve the construction industry by analysis the working methodology of the industry. By analyzing, one can rectify the short comings and further improve that to make a win-win situation. According to Koskela (1997), construction industry cannot be a regarded as a rich cultured industry, because the way of doing work, the procedures and outcomes are nearly same as they were years ago. To improve this, the construction industry had to be linked with production and manufacturing industry. The reason is that although the end product of both the industries is entirely different, yet if the working principles of both industries are studied, they can be regarded as identical. According to Egbu (2010) and Towill (1997), construction industry can be regarded as a manufacturing industry. If we look at the production or manufacturing industry, for instance a car industry, the end product is a car, which was the project of the factory (Muhlemann et al., 1992). In construction industry, the end product is a building, house, a dam etc, which is the project for the construction factory/industry. Taking this, approach, Koskela (2000) introduced Lean principles in construction industrys perspective. He argued that the manufacturing industry has set of production theories which when applied to the construction industry, the results can be significant. When seen the time-line of the car manufacturing industry, for instance, we can see that the car manufacturing has changed drastically over the past century. The reason being that the working principles adopted by production industry has polished itself over time again and again, when such principle be defined and impl emented on construction industry, the end product can be enhanced (Koskela, 1992). Lean thinking is the concept put forward by Womack and Daniel (1996) in which he describes to think every possible aspect in a leaner way. Thus by minimizing single repetitive step can be a step forward towards implementing lean in our daily life. Lean production system was adopted and implemented by Toyota Production System through out its time-line of production activities. Liker (1998) recognizes Toyota as the pioneers of lean principles which have brought a revolution in its production activities for more than a century. This is done by proper planning the supply chain activities, minimizing the wasteful activities, etc. By the introduction of 5S technique, Kanban and others, Toyota has flourished significantly in the production industry, whereas, the construction industry is far away from these concepts. Summary of 14 points as set by Toyota Production System and enlisted by Liker (2004), are as follows: 1. Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals. 2. Create Continuous Process Flow to Bring Problems to the Surface. 3. Use Pull System to Avoid Overproduction. 4. Level Out the Workload (Heijunka). 5. Build a Culture of Stopping to Fix Problems, to Get Quality Right for the First Time. 6. Standardizes Tasks are the Foundation for Continuous Improvement and Employee Empowerment. 7. Use Visual Controls so no Problems are Hidden. 8. Use Only Reliable, Thoroughly Tested Technology That Serves your People and Processes. 9. Grow Leaders who Thoroughly Understand the Work, Live the Philosophy, and Take it to Others. 10. Develop Exceptional People and Teams who Follow your Companys Philosophy. 11. Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping them Improve. 12. Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu). 13. Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement Decisions Rapidly (Nemawashi). 14. Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen). Thus by closely looking and understanding the above mentioned principles, we can judge that how successful a company can be when adopted such principles. By using Kanban, much of the waste can be removed. The fact is to carefully see and analyse the company performance and take out the shortcomings. Integrating Lean with the CBK Project Construction industry is now in a phase of adapting new procedures and methods for its improvement and to increase its efficiency. This can easily be done by integrating lean philosophy in the construction industry (Jorgensen and Emmitt, 2008 2009). Liker (2004) has condensed the above enlisted 14 key principles of Toyota Production System into 4 main categories/sections according to their nature. These are: 1. Long-Term Philosophy 2. Selection of Right Process 3. People and Parners development can lead to value generation 4. Gradually problem solving These 14 points of Toyota Production System are very well condensed in the above mentioned four points. When thinking about construction, Long-term philosophy can very much help in implementation of lean principles. According to Arbulu and Zabelle (2006), to standardize work it is very much necessary to follow a guideline. The five stages vision, skills, incentives, resources and action plan can be idealized according to the CBK Project. Thinking Lean while keeping in view these 5 stages can very well prove to be successful in the project. Vision Defining a vision is the first step towards the start of a project. These not only assist in the further journey, but also remove any questions that may arise in the overall team in the project. This exercise was found to be completely during the construction of New Head office of Central Bank of Kuwait Project because everything was mixed and jumbled up during the last stages of the project. Defining a vision thus give a road map towards success and the vision is usually giving for the next couple of years, which elaborates the broad thing of the company in front of others. Only thing that matters is the top management team to be strong to take decisions which lacked through out the CBK Project. Skills Skills come first after a vision is set. In fact a vision cannot be defined without the proper knowledge of the skills that a company possesses. In order to be successful in implementation of Lean in the construction industry, the company has to design or upgrade its staff development program. Thus skills very much distinguishes between the current adopted working methodology with the new working method i.e.; Lean. Furthermore, proper knowledge of the companies profile is also very beneficial in perusing successful projects. Although the staff of the CBK Project is very much skilled yet some lack in understanding of basics in construction industry is found, for instance the top management dealing first time with the Design Build procurement method. Incentive Incentives are good in the sense that they keep the workers at work motivated. The incentives can be in the form of money or by applauding someones good work, this make the worker feel happing. To implement lean into the construction industry is something to make a great change into the system, thus by introducing incentives can encourage workers at work and be happy to work and accept the change. Resources Resources can be regarded as the backbone of a project. Insufficient resources and funds may load to a halt during a project. In order to smoothen the working and progress of the project, it should be made assure well in advance that there are enough funds to support the working. The financial crunch appeared during the construction of the CBK project which significantly halted the progress of construction activities. Action Plan Like setting up a clear vision right in the start of the project, a good action plan is also equally important as a right action plan sets up guidelines for the project team. Working on the correct action plan, incorporates any unsubstantial changes and alterations in a project. A good action plan cannot be seen in the CBK project which lead to some unwanted results in the last stages of the project. Improvement by Implementation of Lean Principles The 14 principles of Lean Production system used by Toyota Production System and stated by Liker (2004) are being implemented into the CBK Project which gives a more Leaner and good value of money look to the project. Not only the cost of the overall project is properly utilized but also it is a quicker approach Womack and Daniel (2005). The enlisted problems in the CBK Project (as stated in the start) can be resolved using the Lean Principles. Following are the Lean principles directly implemented to the improvement of CBK Project. 1. Long-Term Philosophy The long term philosophy in the context of lean can be explained as: I. Base Your Management Decisions on Long-Term Philosophy Long term philosophy gives a plate form for an organization to initialize the start of future prospects. Long term approaches are usually declared in the form of upcoming 5, 10, 15 or 20 years in which it is clearly briefed about the future plans of the organization. Commercial Bank of Kuwait should introduce this approach right from the start of future projects. This will enhance the managerial skills of the organization and an approach to solve all the problems will be upgraded (Carroll, 2002) and hence shown in Fig.4 after application. 2. Process Improvement The process improvement section of the Lean principles consists of following aspects: II. Create Continuous Process Flow to Bring Problems to the Surface This principle of Lean suggests that the working criteria of the company should be such that it is running smoothly, fast and in an accurate manner. In this way any problem that arises during the process, may be handled quite easily. This principle can be implemented in the design and the planning phase as it removes many problems which are caused by starting different activities at same time. Such exercise was completely missing in the CBK Project. Multiple tasks were started at the same time, which lead to misunderstandings in the project. Smooth flow of work was least found and by implementing this technique the smooth flow of work can be seen. III. Use Pull System Pull system helps to reduce the un-necessary work that is done during the project. The use of pull system can be used in the pre-project and pre-construction phases during the design phases as this will help to control the time lapsed between the completion of the drawings and the designing. Un-necessary meetings and suggestions were found during the execution of the Pre-Tender phase whose burden, the overall project planning had to face. By introducing Pull system, much waste full activities can be overcome. IV. Level out the Workload The workers at work shouldnt be overburdened at any time of the project. This not only applies to the Labor but also to the Design Team. When it comes to the labor, it should be taken care off that every labor has equal work allocated to him and work load should be calculated according to the time available. Similarly the Design team should be allocated enough time to finish their job, there should not be any instances that a timeframe is given to the team and suddenly the client orders to wind up the design and hand it over. Such non-professional attitude may lead to unwanted results. Leveled workload cannot be seen during the CBK project which caused excess workload on the design team. Proper planning and implementation techniques should be followed as suggested in Appendix V. Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time Indeed a very good principle, that such a culture be developed in the company that insists people to proceed further with their work only when an un-resolved issue is resolved. Such a technique can be implemented by Commercial Bank of Kuwait in the future projects. When an error is detected in the Design Phase of the project, it should be immediately reported to the Head of Structural Engineering department and properly corrected so that the error doesnt multiply till the final stage. Such a fault can be found in the CBK Project when the contractor and sub-contractor had a clash between them. The electrical works sub-contractor was told well in advance about the fault that is caused in the wiring of the building which made the lighting system of the building trip. Due to the laziness and pending nature of sub-contractor, all the other works needed to be stopped until the electricity was fixed. By introducing this lean principle, the system appears to smoothen up. VI. Use Visual Control So No Problems are Hidden This technique promotes the usage of visual tools to see that any problem may not be left over. Such exercise can be in the form of using Planning software, Auto-CAD, 3d modeling tools, BIM etc. Such tools map out the project keeping in view any delay that is pre-defined as a factor of safety. In the CBK Project only traditional tool like Primavera was used which was not completely followed, resulting in delays and problems was left till the later stage of the project. Visual Control in the form of early mergence of Consultant Team in the CBK Project has been suggested. This gives early warning and response to the Top management of anything not going on track. 3. People and Partners Development The People and Partners development section of Lean Principles consists of following: VII. Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve This technique gives a very good concept of partnership and its aftereffects. By keeping good relations with the working partners and companies, one has a good level of confidentiality throughout the Project. Partnering relation is not only valid to one project only; in fact after completion of one project, one can re-establish their relation ships (Matthews et al., 2000). In this case a person observing a short coming in others works immediately report them and help them to improve it. For example if supply of steel is not of high standard, it is reported and improved. This exercise is being demonstrated in the form of Team development in the suggested map with lean principles. Such team development promotes the good working features and healthy ideas can be generated. 4. Continuous Improvement The forth section; Continuous Improvement section of lean principles consists of: VIII. Go and See for Yourself to Thoroughly Understand the Situation. According to this Lean principle, it is a good and healthy approach to go on the spot of work and see how the work is being progressed. It is a convention in Middle-Eastern countries that the client feels that it would go against the power and position of the CEO or the Top Management of the client to physically visit the site of construction. But this convention needs to be discarded in order to proceed further. This Principle of Lean is very much applicable to the CBK Project as the main cause of the delay and a non-managerial approach towards the project was due to un-attendance of the client. Although in the Design Build approach, client transfers all the risk to the contractor to do the construction and due to the lack of experience of the client, this approach was misunderstood and only the Project Manager was reporting to the Client. This nature of doing works needs to be changed and the new effective map suggests a smooth and easy yet competitive path towards success of a project. IX. Make Decisions Slowly by Consensus, Thoroughly Considering All Options Make slow but technical and implementable decisions are very much required during the project. This can even be done in the Pre-Planning and Planning stages as much of the thinking work is involved in these phases. The Client should consult its consultants team and expertise to enquire about a task before finally implementing it. Slow yet correct decisions were found completely lacking in the CBK Project. The reason was that the client was new with the Design, Build approach and due to the nature of the Top Management, completely lacking the Go See for Yourself approach, didnt bother to consult other experienced personals who had previously used the Design Build Approach during their projects. Due to this the decisions were slow; quite slow yet not up to the standard towards smooth running of the project. The map with Lean implementation gives a smooth plat form of the pre-design (pre-project) stage which incorporates this Lean principle. Overview of Current Processes by Using Lean Principles The problems that were found during the CBK project were enlisted in the first half of the report. These problems were critically analyzed and new recommendations in the form of adaption of lean principles were appraised. By implementing Lean principles, the proposed Process map has been generated, which illustrates a smooth process without forming any wasteful activity as was observed during the CBK Project and thus collaborates with the study done by Al-Sudairi (2007). The Initial Planning stage has been sub-processed to illustrate the Lean Concept applied in this stage. When looking at the current method of working, many concurrent phases were taking place, but the Lean perspective changed the working methodology and new proposed process map (Appendix 2 3) offers a new concept for the construction industry. Furthermore, the initial design and the detailed drawing phases are deeply studied and by implementation of Lean principles, a new process map has been generated. This overcomes the excessive waiting and un-timed meetings amongst the design teams, client and the contractor. A philosophy of Lean Production of JIT (Just-in-Time), which has been regarded as a waste removing activity by Schonberger (1982) and Monden (1998), has been followed at different phases of the map generation. By implementing this philosophy, much of the wasteful activities are taken care of. Moreover much precious time and money is saved. The new Process map (Appendix -2) and working method has been integrated into Lean principles as used in the production industry. The working has been divided into the Pre-Design, Design and Production activities which in terms of construction industry are Pre-Project, Pre-Construction and Construction activities. These series of processes and steps are well planned according to the lean principles. Much emphasis is given on the design phases to minimize the changes later-on which cause a possible halt to the construction activities and thus disturb the project phases as per planned. The design phase can be considered as the backbone towards the success of the project (Gray and Hughes, 2001) that is why the Lean principle of Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time has extensively being used along with the design teams and the top managements involvement throughout this process (detailed in Appendix 2 3). Merits of Implementation of Lean By implementation of Lean principles, following merits can be drawn: * Wasteful activities are found to be completely diminished through out the project life-cycle. The redo work and extra transportation activities have been minimized. It is made compulsory that any thing that is desired on site be ordered right before time it has to be used. Thus it saves the extra transportation, handling and the storage cost and further minimizes the wasteful activities that are commonly observed during construction projects. * Time Factor is the first thing to be noted after implementation of lean philosophy. Much time is reduced as all the wasteful activities have been drawn out of the implementation phases. * Cost Factor is found have a significant impact on overall project. Much of the cost has been reduced by minimizing the wasteful and non-value adding activities. Less cost, more standard and quality is generated indicating best value for money and a win-win approach towards the end of the project. The financial goal is reached right on time and up-to the desired mark. * The new process map appears to be much refined and straight forward without inter-mixing with other activities. This appears to be transparent approach, much use-friendly and cost effective approach. * The pull system is a new philosophy and is very good in saving costs and reducing waste. Only that much material is available on site that is needed. In fact Lean Construction has a broader spectrum when applicable to the projects, in the beginning these philosophies may not seem to be applicable, but once started, the results are excellent. Conclusion The miraculous popularity and durability of Toyota Motors has proved their mettle throughout the world. No single industry can claim to be ahead of them, when it comes to the pioneers of Lean Production System. The philosophies induced in the Toyota Production System are taken out and introduced into the construction industry. The practice has proved to be very successful as the major unwanted factors in the construction industry i.e.; Time, Cost and Quality have successfully being implemented without any unwanted results due to integration of Lean principles. The philosophy like Just In Time and Pull system are very simple to use and optimize by just increasing the level of good management skills (Waller, 2003). Although the implementation of Lean in the Non-Production industry like construction industry, may be difficult in the start as people find difficult to bring about change in their working routine. But by giving Incentives in the form of applauds and bonuses, keeps the worke rs and people motivated and ready to work. Though the initial stages of implementation are difficult to handle but comparing with the end results, the initial pain of work is far more less. Once a standardized approach is set, then the changes would be minimized and the level of maximum benefit would be setup and fixed. The Lean principles therefore prove to be very beneficial in the construction industry and much wasteful activities in construction industry are controlled. References Al-Sudairi, A.A. (2007). Evaluating the effect of construction process characteristics to the applicability of lean principles.Construction Innovation: Information, Process, Management. 7 (1), 99 121. Arbulu, R., Zabelle, T. (2006). Implementing Lean in construction: How to succeed. Proc., 14th Conf., Intl. Group for Lean Construction, IGLC, Santiago, Chile. 553- 565. Carroll, B.J. (2002).Lean Performance ERP Project Management: Implementing the Virtual Supply Chain. Florida: CRC. Egan, J. (1998).Rethinking Construction: The Report of the Construction Task Force to the Deputy Prime Minister, John Prescott on the Scope for Improving the Quality and Efficiency of UK Construction. London: Department of the Environment, Transport and the Regions. Egbu, C. (2010). Learning Package 2: Construction as A Manufacturing Process. In:PROCESS AND PROJECT SYSTEMS. Salford: University of Salford. Gray, C. and Hughes, W (2001).Building Design Management. Oxford: Reed Education and Professional Publishing Ltd. Jorgensen, B. and Emmitt, S. (2008). Lost in transition: the transfer of lean manufacturing to construction. Engineering, Construction and Architectural Management. 15 (4), 383 398 . Jorgensen, B. and Emmitt, S. (2009). Investigating the integration of design and construction from a lean perspective.Construction Innovation: Information, Process, Management. 9 (2), 225 240. Koskela, L. (1992). Application of the new production philosophy to the construction industry, CIFE Technical Report No. 72, Centre for Integrated Facility Engineering (CIFE), Stanford University Koskela, L. (1997), Lean production in construction, in Alarcon, L. (Eds), Lean Construction, A.A. Balkema, Rotterdam, the Netherlands, pp.1-9. Koskela, L. (2000),An Exploration Towards a Production Theory and its Application to Construction, Technical Research Center of Finland, Espoo, . Latham (1994).Constructing the Team. London: H.M.S.O. Liker, J.K. (1998).Becoming Lean: Inside Stories of U.S. Manufacturers. 1st ed. Portland, USA: Productivity Press. Liker, J.K. (2004).The Toyota Way: 14 Management Principles From The Worlds Greatest Manufacturer. 1st ed. New York, USA: McGraw Hill. Matthews, J. et al. (2000). Quality relationships: partnering in the construction supply chain.International Journal of Quality Reliability Management. 17 (4/5), 493 510. Monden, Y. (1998).Toyota Production System: An Integrated Approach to Just-In-Time. 3rd ed. Tokyo: Engineering Management Press. Morledge, R., Smith, A. Kashiwagi, D.T. (2006).Building Procurement. Oxford: Blackwell Publishing. Muhlemann, A., Oakland, J. and Lockyer, K. (1992).Production and Operations Management. 5th ed. London: Pitman Publishing. Schonberger, R.J. (1982).Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity. New York: The Free Press. Towill, D.R. (1997),Enabling Construction as a Manufacturing Process, Innovation in Civil and Construction Engineering, Edinburgh, pp.145-51 Tucker, R. (1986), Management of construction productivity,Journal of Management Engineering, Vol. 2 No.3, pp.148-56. Waller, D.L. (2003).Operations Management: A Supply Chain Approach. 2nd ed. London: Thomson Learning. Womack, J.P. and Daniel, D.T. (1996).Lean Thinking: Banish Waste And Create Wealth In Your Corporation. 1st ed. New York: Simon Schuster. Womack, J.P. and Daniel, D.T. (2005).Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. 1st ed. London: Simon Schuster UK Ltd.

Personal Identity And Social Identity - 1241 Words

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Analysis of Themes in the Film Unforgivable Blackness...

â€Å"Unforgivable Blackness: The Rise and Fall of Jack Johnson,† is a documentary on the first black World Heavyweight Boxing Champion John Arthur â€Å"Jack† Johnson. In 1910, after years of trying to challenge white Heavyweight Champions, Jack won the title. The era in which Johnson fought was filled with racial tension and hostility (Film). Fears of the black race gaining control and power were high, and there were numerous efforts to keep blacks oppressed and separated from the white community. When one hears stories of past discrimination and oppression it is natural to compare them to todays society, and speak of past oppression as if they are non-existent. Even though there have been uprisings and revolts among minority groups to gain†¦show more content†¦This victory followed by riots, referred to as â€Å"race warfare† in several cities throughout the United States and racial tension was at a high. Congress witnessed what was happening through out the country and tried to in act certain laws to stop Johnson from fighting and more importantly dating white women. Congress first tried to ban the famous fight movie that showed Johnson winning. They felt showing this movie would not only give blacks a certain level of moral and ammunition to fight against white oppression, but it also represented a symbolic defeat to the white race (Film). The ban did not stop Johnson from fighting, so Congress turned to the newly enacted Mann Act to try to convict Johnson. The Mann Act made it illegal to transport women for illicit and immoral purposes. They first tried convicting Johnson due to his relationship with his current girlfriend (and later wife), Lucille Cameron. Lucile did not cooperate and eventually charges were dropped. Investigator then turned to Johnsons former girlfriend Belle Schreiber, she complied with the investigation, and later testified against Johnson. Jack was found guilty, but escaped to France before being sentenc ed to prison (Film). Word War I broke while Johnson was in France, which halted the lucrative boxing matches in which he made his money. Johnson tried returning to the United States, stating that what he was accused of happened before the enactment of theShow MoreRelatedWalmart Case Study4848 Words   |  20 Pagesand that genuine customer service youve come to expect from us. Youll feel at home in any department of any store...thats our culture The Corporate Strategy (contd..) Practices followed†¢ Aggressive hospitality # Using door-greeters # Patriotic themes and displays in stores # Compels its staff to engage in morning cheers †¢ Affiliations with charities The United Way and Childrens Miracle Network †¢ Sundown Rule All customer and supplier requests or queries must be reasonably answered within 24

Network and Communications Infrastructure-myassignmenthelp.com

Question: Discuss About the Network and Communications Infrastructure? Answer: Introduction TT Edu is a small educational institute operating in the educational industry in Australia for quite some time. The business activities of the organization includes assisting other educational institutes to promote their educational programs, conducting educational fairs and selling tickets and other merchandise related to the educational fair. This report is a proposal for the management of TT Edu to implement an e-commerce system in order to increase the sales of the products and services along with the increase in the business of the organization. The proposal includes a number of modules of the e-commerce business suggested to the organization such as the e-commerce business model, revenue mode, network and communication infrastructure among many more (Einav, 2014). The e-commerce business model The e-commerce business model will define the business activities of the organization on the internet, which in turn allows the organization to have more sales of the products and/or services. The e-commerce business model also defines the customers to be targeted by the marketing and promotional activities of the organization on the internet, which in turn provides a clear understanding to the management of the organization regarding the targets of the overall business processes (Fang, 2014). The e-commerce business model for TT Edu will be a combination of the B2B and B2C business models, which in turn will allow the organization to target both businesses and end consumers through the marketing and other business processes. So, the business model for the e-commerce system of TT Edu will consist of two components as mentioned below (Huang, 2013). B2B component The B2B component of the e-commerce business model will target the educational institutions, secondary colleges and other businesses involved in the education fairs. This component will consist of the business activities responsible for attracting more number of customers from different businesses involved in the business activities of TT Edu. So these businesses or institutions involved in the business activities of TT Edu will be targeted by this component of the e-commerce business model in order to increase the sale of the products and services provided by the organization. The business activities included in this component of the e-commerce business model of TT Edu are mentioned below (Qu, 2015). Assisting educational institutions to promote their educational programs Arranging the floor space for the educational fairs Supporting the educational institutions to promote their programs in local and international educational fairs Providing value-added services like construction of stand in the exhibition along with the travel and accommodation arrangement Organizing and/or distributing marketing materials before the fair Hospitality arrangements during the fair for the exhibitors Arranging fair tickets for the exhibitors Promoting educational programs to different secondary colleges in Australia and overseas Coordinating with the government, business-level and industry contacts for activities related to the educational fairs (Rahayu, 2015) Carrying out effective marketing campaigns for the educational institutions B2C component The B2C component of the e-commerce business model of TT Edu will target the aspiring students and employees of the educational institutes. This component will be responsible for introducing the students with exciting educational programs and to provide the employees with opportunities to mentor students. The business activities involved in this competent of the e-commerce business model are mentioned below (Da Costa, 2016). Supporting educational institution employees interested to mentor and groom students Supporting students to find interesting educational programs in the educational fair Selling tickets to the students and prospect employees of the educational institutions Revenue model This section of the report focuses on the revenue model to be implemented in the e-commerce business of TT Edu. This in turn allows the organization to yield revenue from its e-commerce business. Advertising The website of TT Edu will host strategically placed advertisements of various other products and services related to the business activities of the organizations. There are a number of advertising agencies operating in the internet, who pay for the advertisement on the basis of number of clicks, visits and transactions through the website of the host. The e-commerce website of TT Edu will provide advertisements to related products and services provided by other organizations in the educational industry, which in turn will allow the e-commerce business to yield revenue (Belkhamza, 2015). Subscriptions The e-commerce website of TT Edu will have a feature to allow the users to subscribe to the newsletters and offers from TT Edu. This in turn will allow the users to be notified about the new and upcoming fairs along with the interested educational programs to the aspiring students. This subscription for the users will have different prices for the individual users and for the business users (Falk, 2015). Transaction fees A small amount of transaction fee will be charged from the users in order to gain profits from the transactions carried out by either the individual or business users. These transaction fees will be application to the transactions for booking fair tickets, purchase of the merchandises and for subscribing to the newsletters from TT Edu (Sila, 2013). Ticket and merchandise sales TT Edu will be selling the fair tickets along with a number of other merchandises which will allow the organization to yield revenue from the e-commerce business. The tickets and merchandise sales will have more exposure to the potential customers due to the presence on the internet along with extensive marketing activities (Rodriguez, 2014). Network and communications infrastructure This section of the report focuses on the network and communication infrastructure required for the successful e-commerce business of TT Edu. Information superhighway (I-way) This is the major requirement for the implementation of e-commerce system for TT Edu. This network infrastructure in the workplace of the organization allows the organization to have the e-commerce system to be deployed in the internet. All the workstations and devices in the workplace of the organization will be connected to the internet through this efficient network infrastructure (Laudon, 2016). Communication infrastructure The information superhighway to be implemented in the workplace of TT Edu can be augmented with the communication technologies. This setup can be supported by the implementation of any of the information and communication technologies in the workplace of the organization in order to ensure effective communication in the business activities of the organization (Falk, 2015). Hardware and software This section of the report focuses on the hardware and software requirements of a successful implementation of the e-commerce system for TT Edu. The hardware infrastructure required for the implementation of the e-commerce software includes the below mentioned components. Web servers for hosting the web applications and database Development workstations for the employees working on the web applications Backup servers to hold the backup data High speed internet network and switches to enable efficient internet connectivity for the developers The software components required for the implementation of the e-commerce system are mentioned below. Operating systems along with the browsers and development tools for the developers Server operating system to run the web applications TCP/IP addresses along with domain names for hosting the web applications Web authoring tools Hosted virtualization tools Database management system (Barnes, 2013) Security protocols The security issues associated with the e-commerce system will be managed by the below mentioned components. Implementation of encryption mechanism for data storage and transaction management Digital signatures to validate all the transactions flowing in the system Security certificates to validate the identity of all the external systems seeking connectivity to the e-commerce system Role based access control along with two-phase authentication for the users, employees and developers (Choi, 2013) Restricted access development workspace Implementation of the security management tools in the servers The e-marketing strategy The e-marketing strategy of the e-commerce system of TT Edu will focus on the advertising and promotional activities carried on the internet. This strategy will include the below mentioned activities for effective and efficient marketing process. Advertising the products and services in the website of TT Edu itself Advertising in other websites including the social media websites Various blog posts Online brochures Email marketing to send the newsletters and interesting facts to the customers directly Search Engine Optimization (SEO) to increase the visibility and presence of the e-commerce website in the search engines results (Falk, 2015) Content marketing to increase brand awareness and traffic. Social media marketing Marketing automation to automate some of the e-marketing activities Payment systems The e-commerce system for TT Edu will allow the users to have a number of payment systems to be available for their transactions on the website. These payment systems will include credit cards, debit cards, internet banking and e-wallets. All of these payment systems will be allowed for any monetary transactions carried out by the users. The payment systems will be integrated to the e-commerce system through a large number of existing Application Programming Interfaces (API). Business ethics The ethical strategy implemented in the workplace of TT Edu will allow the organization to ensure privacy and other ethical concerns are managed effectively. The management will create a set of ethical guidelines for the employees to follow in the workplace of the organization. These guidelines will allow the employees to take the correct decisions during ethical dilemmas. The employees will sign code of conducts to maintain the privacy and integrity of the e-commerce system. The business guidelines implemented in the workplace of the organization along with frequent training activities will allow the employees to adhere to the organizational policies, which maintain the privacy and integrity of the e-commerce system (Chiu, 2014). Legal issues The legal team and policies of TT Edu will focus on the legal issues associated with the e-commerce business. The e-commerce business model will ensure that the images and content used in the e-commerce website are not used through copyright violation. The business model of TT Edu will ensure that the content presented in the e-commerce website is compliant to the Federal Trade Commission (FTC) regulations. The e-commerce website will be trademarked with the TT Edu icon to follow the trademark act (Andam, 2014). Customer service The customer service strategy of the e-commerce business of TT Edu will allow the customers to have multiple options to connect with the customer care representatives of the organization. The customers will be allowed to write to the organization through the form provided in the website. The contact numbers for calling the customer care of TT Edu will be provided in the website. The customers will also be provided an option to request a callback from the organization. A separate customer care team will be responsible for the queries or complaints of the customers for the e-commerce website (Falk, 2015). Measuring success of the proposal The success of the e-commerce website can be measured using a number of tools. DeLone and McLean success model measures the success of the ecommerce website based on a number of factors such as information quality, system quality, use, net benefits, user satisfaction and service quality. The success of the website can also be measured on the analysis of a number of data collected by the data analytics tools implemented in the e-commerce system. These data include inflow traffic, number of purchases per visit, total number of transactions in a specific amount of time and the loading time of the web pages. These factors allow an analysis to reveal whether the e-commerce website is success or not. The customer satisfaction can be measured through various surveys and questionnaires regarding the quality of the e-commerce system, which in turn defines the success or failure of the system (Cheung, 2016). References Andam, Z. R. (2014). e-Commerce and e-Business. Barnes, S., Hunt, B. (Eds.). (2013).E-commerce and v-business. Routledge. Belkhamza, Z., Wafa, S. A. (2015). The effect of perceived risk on the intention to use e-commerce: The case of Algeria.The Journal of Internet Banking and Commerce,2009. Cheung, M., Yang, C. F. (2016, May). The e-commerce revolution: ensuring trust and consumer rights in China. InApplied System Innovation (ICASI), 2016 International Conference on(pp. 1-5). IEEE. Chiu, C. M., Wang, E. T., Fang, Y. H., Huang, H. Y. (2014). Understanding customers' repeat purchase intentions in B2C e?commerce: the roles of utilitarian value, hedonic value and perceived risk.Information Systems Journal,24(1), 85-114. Choi, H., On, R., Varian, H. R. (2013).U.S. Patent No. 8,374,907. Washington, DC: U.S. Patent and Trademark Office. Da Costa, E. (2016).Global e-commerce strategies for small businesses. Mit Press. Einav, L., Levin, J., Popov, I., Sundaresan, N. (2014). Growth, adoption, and use of mobile E-commerce.The American economic review,104(5), 489-494. Falk, M., Hagsten, E. (2015). E-commerce trends and impacts across Europe.International Journal of Production Economics,170, 357-369. Fang, Y., Qureshi, I., Sun, H., McCole, P., Ramsey, E., Lim, K. H. (2014). Trust, Satisfaction, and Online Repurchase Intention: The Moderating Role of Perceived Effectiveness of E-Commerce Institutional Mechanisms.Mis Quarterly,38(2), 407-427. Huang, Z., Benyoucef, M. (2013). From e-commerce to social commerce: A close look at design features.Electronic Commerce Research and Applications,12(4), 246-259. Laudon, K. C., Traver, C. (2016).E-Commerce 2016: Business, Technology, Society. Pearson Higher Ed. Qu, W. G., Pinsonneault, A., Tomiuk, D., Wang, S., Liu, Y. (2015). The impacts of social trust on open and closed B2B e-commerce: A Europe-based study.Information Management,52(2), 151-159. Rahayu, R., Day, J. (2015). Determinant factors of e-commerce adoption by SMEs in developing country: evidence from Indonesia.Procedia-Social and Behavioral Sciences,195, 142-150. Rodriguez, H., Smith, N. J., Spinac, C. J. (2014).U.S. Patent No. 8,645,241. Washington, DC: U.S. Patent and Trademark Office. Sila, I. (2013). Factors affecting the adoption of B2B e-commerce technologies.Electronic commerce research,13(2), 199-236.