Atmospheric and Water Quality Essay Example | Topics and Well Written Essays - 2250 words

Atmospheric and Water Quality - Essay Example Moreover, it also included the effects of ground reflection on the plume. (Sutton, 1947) The basis for this model and various other models is the Generalized Dispersion Equation for A Continuous Point Source Plume. (Beychok, 2005) This equation is: Where: is the cross wind dispersion parameter given as: is the vertical dispersion parameter given as: Where is the vertical dispersion with no reflection, is the vertical dispersion for reflection from the ground, is the vertical dispersion for reflection from an inversion aloft and are given as: is the concentration of emissions given in g/m3 at any given receptor that is located at meters downwind of the emission source, meters crosswind from the emission plume centreline and meters above the level of the ground. is the emission rate of the source pollutant given in g/s is the horizontal wind velocity along the plume’s centreline given in m/s is the height of the emission plume’s centreline above the ground given in m is t he vertical standard deviation of the emission’s distribution given in m is the horizontal standard deviation of the emission’s distribution given in m is the height of the inversion aloft’s bottom from the ground The equation presented above compensates for upward reflection from ground as well as for downward reflection from the bottom of any inversion lids present within the atmosphere. The exponential terms in g3 converge rapidly and in most circumstances assuming m as 1, 2 and 3 provide acceptable solutions. as well as are representative functions of atmospheric stability and delineate the turbulence of the ambient atmosphere and of the downwind distance to the particular receptor. Within this arrangement, the most important variables are the degree of atmospheric turbulence and the height of the emission source. Generally dispersion is directly related to the turbulence. Q2. a. Describe the natural chemical reactions by which stratospheric ozone is created and destroyed. [10 marks] Ozone is produced in the atmosphere as the photochemical decomposition of oxygen molecules occurs. (Science Fun, 2011) As diatomic oxygen absorbs ultra violet radiation with wavelengths of less than 240 nm it tends to disintegrate as: O2 ? 2O* (reaction 1) The resulting free oxygen atoms combine with more oxygen molecules to generate ozone as below: O + O2 ? O3 Another mechanism is when ozone molecules decompose when treated with ultraviolet radiation with a wavelength of less than 290 nm. The reaction is as under: O3 ? O2 + O* (reaction 2) b. Explain the link that is believed to exist between pollution and ozone layer depletion. [10 marks] Myriad chemicals released into the air are known to react with ozone causing its depletion. The greatest danger stems from chlorofluorocarbons (CFCs) which are disintegrated by the action of ultraviolet light as below: CFCl3 + hv ? CFCl2 + Cl* (reaction 1) The activated chlorine atom now reacts with an ozone molecule to give off oxygen and chlorine oxide as under: Cl + O3 ? ClO + O2 (reaction 2) The chlorine oxide further promotes disintegration of ozone as under: ClO + O3 ? Cl* + 2O2 (reaction 3) This reaction tends to persist as reactions 2 and 3 proliferate and cause further ozone molecules to disintegrate into oxygen molecules. The net reaction for reactions 1, 2 and 3 becomes:

Hazardous Material Handling Essay Example for Free

Hazardous Material Handling Essay Chemicals are found in all places; they are used to enhance crop production, distill drinking water, and simplify everyday chores. But chemicals can also be hazardous to the environment as well as to humans if released or used inappropriately. These hazards can take place during disposal, use, transportation, storage, or production.   If a chemical is released in harmful amounts or used unsafely, it can cause lifelong health effects, serious injury, death, and damage to homes, buildings, and other property. In the recent years, the Federal Bureau of Investigation publicly announced that terrorists are particularly interested in releasing hazardous material as well as in targeting their containers on American soil. Alarmingly, if terrorists succeed in such an attack in a populated vicinity, the result would be devastating. The number of casualties ensuing from such an attack would be enormous; dwarfing the fatality count in the 911 attacks. Chemical, Biological and Nuclear Agents and Incidents Deadly chemical, biological, and nuclear agents that may be employed by non-state actors or adversarial nations against civilians could cause mass casualties.   Other than calculated terrorist attacks and deliberate employment of NBC weapons during military operations, the hazards could result from the release of toxic radioactive matters, biological agents of operational significance, and industrial chemicals (Mauroni, 2007, p. 290). Basically, chemical incidents are depicted by rapid onset, from minutes to hours, of apparent health indicators. While in cases of radiological and biological incidents, the onset symptoms entails days to weeks, normally with no distinctive indicators. A recent simulation by the U.S. Naval Research Laboratory revealed that if an attack should occur during a political event or other public celebrations, people could die at a rate of more than 100 per second and, within 30 minutes, up to 100,000 people could die (District of Columbia, Office of the Attorney General, 2005, p. 2). Likewise, a 2004 study by the Homeland Security Council found that even under less crowded circumstances, an attack in a metropolitan area would cause 100,000 hospitalizations, 10,000 severe injuries and 17,500 deaths (District of Columbia, Office of the Attorney General, 2005, p. 2). I. Chemical Agents Several types of toxic cyanide compounds may be used in terrorist attacks. Potassium or sodium cyanides are pale yellow-to-white salts that can be easily utilized to poison drinks or food. When combined with chemicals that enhance skin penetration, cyanide salts can be dispersed as a contact poison. Toxic industrial chemicals such as mustard or nerve agents, in contrast, can be utilized in larger amounts to compensate for their inferior toxicity. Initial skin contact results in slight skin irritation, which turns into more acute yellow fluid-filled lesions (U.S. Department of Homeland Security, 2003). Inhalation of mustard causes breathing problems, damages the lungs, and death by suffocation caused by water in the lungs. II. Biological Agents Bacillus anthracis, the bacterium that generates anthrax, is an attractive biological agent for terrorist attacks because it can endure different environmental conditions, and its inhalation could normally result in death. Anthrax can be used to contaminate water or food or disseminated in an aerosol to respectively cause ingestional or inhalational anthrax (U.S. Department of Homeland Security, 2003). III. Radiological and Nuclear Agents and Devices An RDD or radiological dispersal device is designed to cause contamination of radioactive material due to its diffusing function.   A range of radioactive materials could be employed in a RDD, including Cobalt-60, Strontium-90, and Cesium-137 (U.S. Department of Homeland Security, 2003). Use of an RDD by terrorists could result in economic, environmental and health effects, as well as social and political effects. In a nuclear terrorist event, the hazards are nuclear radiation, shock or blast effect, and thermal radiation. Developments on MAZMAT Incidents Approaches Proper sample gathering is significant to preserve sample veracity for laboratory testing, to guarantee chain-of-custody documentation for possible legal actions, and basically to protect those on-site responders and victims (Association of Public Health Laboratories, 2008). Accordingly, in the recent years the laboratory training programs slowly and seriously take in a proactive sample collection seminar, along with familiarization with laboratory testing methods, as well as proficiency testing program. These programs are intended to assure that first responders in the field will be able to accurately use hand-held testing devices, correctly understand test results and develop proper action plan derived from the findings. Moreover, in view of the fact the ability to detect impending terrorism agents is essential to effective and safe emergency response, Hazmat responders are now being trained on how to operate a range of Hazmat detection devices. As the war against terrorism has intensified, the number of technological advances and knowledge in the field of terrorist agent detection has also been improved among Hazmat teams. Conclusion Hazardous materials incidents cover a diversity of possible situations including explosions, transportation accidents, spills, fires, and similar events. Hazards may include chemical reactions, health hazards, toxicity, explosives, radiological hazards, or a combination of any of the said hazards. In view of these, terrorists have a wide range of alternatives of toxic materials and means for attacks. To adequately and safely counteract Hazmat terrorist attacks, Hazmat teams are regularly modernizing, as well as participating in related trainings, as these trainings identify their strengths and weaknesses not only of their respective teams, but how the teams works together when disaster does arise.

Teaching And Learning Problem Solving

Teaching And Learning Problem Solving Education nowadays has been criticized by different area and educators try to reform the ways of teaching and learning (Kirkley, 2003). Problem Solving defines as step to reaching the goal or desire state from where we are now ( Medin, Ross Markman, 2004). Kirkly (2003) stated that learner nowadays are short of basic literacy skill and higher order thinking. Basic literary skill is important to learn problem solving largely depend on basic literary skill ( Kirkly). If a learner cannot master basic literacy skill, things that able to represent will be less. As the rising of technology, higher problem solving skill on mathematics and science are needed. They found that students who not able to master literacy skills and cannot not learn and develop higher ordering skills and problem solving ( Kirkly, 2003). Problem solving that mainly can be found while study mathematics. However, Baron (2012) found that a lot of students face the difficulty to pass the test math no matter how much of tutoring, extra classes had given. In addition, not only college students face this kind of problem, children also face similar problem. Types of math problem that face by children is word math problem. Word math problem is type of math that uses English word to explain the question instead of using the equation to explain the questions that need students to be solved. As a teacher, they ways those mathematics teachers teach the next generation also one of the problem that need to discuss. In the old days, teacher only can provide few ways to teach student to solve the math problem. However, not all students have the skill to absorb teaching style on providing information, guideline to solve the question. Moreover, teacher style on teaching students in the few past decade may not be efficient or work on current generation. When a person learn how to solve a particular modal, it will become as a short cut as the person only need to remember the process of solving the problem from the beginning, it only apply on the similar problem that solve before( Kirkly,2003). One of the model that explain problem solving process is when individual doing a problem solving, their cognitive will start by representing the problem then do a solution search, finally implement the solution (Gick, 1986 as cited in Kirkly,2003). If a person successfully find a solution, their cognitive will stop there, conversely, they will redo the step searching solution and representing the problem if they fail to find the solution (Kirkly).When a similar problem is presented, it become short cut as a person cognitive will be able to recall and implement the solution by remembering how they solved similar problem before. Problem solving require a lot of abstract representation that the reason we need to master basic literacy skill. For example, when a learner trying solved a word math problem, learner need to understand the meaning of the word such as increase, product of, less than, equally pieces and others. Then they need to transfer into mathematics symbol and form an equation form to solve the problem. However, human cognitive not able to hold too much representation at the same time and human only able to remember three to seven items ( Medin et al., 2004). Different types of mathematics problem use different types of problem solving method. Types of problem solving method can categorized at algorithm and heuristics. Heuristic have three ways which is using hill climbing, mean ends analysis and working (Medin et al., 2004). For example, a mathematics question that asks how much plus three will be ten? A younger child might use algorithm technique test all the number in order to find the correct answer. As for older child, the will likely use working backward method to find the answer. There are a lot of solution that can be found in educations field. For example, teachers will let provide a lot of similar problem to let their learner or students to solve and in the end createshort cut thinking. By this students will notice the similarity of each problem and able to transfer their skills. This solution can be found in teaching mathematics skill. Students math textbook present a lot of solution to student as an example to solve the similar problem but broader schema that expert are actually use is not available to student (McAllister, 1995). Student dont know which and how is the appropriate first step to do when they faced a problem (McAllister,).Teacher who use explicit translation strategy (ETS ) found to be effective in solving math word problem (INQUIRE, 2008). Explicit translation strategy is to teach students how to translate concrete problem into mathematical equation(INQUIRE, 2008). Research also found that students who teach using the ETS and receive extra learning lesson are able to perform better than other group in the math problem solving that held two weeks later (Darch, Carnine Gersten, 1984). As stated above, students who want to develop problem solving skills need to master basic literacy skills well (Kirkly, 2003). Therefore students need to keep practice different types mathematics problem regularly. Then, students should be teaches by teacher who are expect, more important teachers should be able to provide different method to solve a problem and more complicate example when students able to solve basic mathematical problem. Extra learning material should be given to help students to learn the ability to transform the skill that students learn from other problem. Severin(2007) found students who be given change to learn different type of problem solving strategies able to help student to solve others problem. Technology item also can be use to helps teacher and student improves their problem solving a ability. Teacher can create a learning site and provide different types of fun, stories problem solving question to attract their interest and provide them change to do trial and error while they playing problem solving game while learning. This is because how much a student put effort while doing a math problem will have an effect on their success rate (Severin, 2007). In addition we also can use computer technology to help us in teaching because technology make easier for students to access more information. In the days that computer still not able to own by every family, information on solving a math problem only depend on the knowledge of the teacher. Now, students can asses and absorb more and more idea to solve a math problem. Conclusion, problem solving can be use in different field. By knowing how to teach and learn are the key to teach students and children to develop their problem solving better in the future.

Quality Circle Activities at Hindustan Zinc Lilmited

Quality Circle Activities at Hindustan Zinc Lilmited A PROJECT ON VALIDATING â€Å"COMPETENCY MAPPING† FOR ATTAINING THE BEST â€Å"QUALITY CIRCLE PRACTICES† AT HZL Executive Summary Successful quality circles offer a wide variety of benefits for businesses. They talk about the perceptions as well as employees awareness, increase managements awareness of employee ideas, as well as employee awareness of the need for innovation within the company. Adding on, quality circles can improve a businesss competitiveness by reducing costs, improving quality, and promoting innovation.HZL with the above motives, implemented the Quality Circles. The Quality Circles lead t self development, mutual development, quality improvement , cost reduction, waste reduction, productivity improvement, improvement in safety, job satisfaction , problem solving opportunities, people involvement and participation in team building. But, at present the Quality Circles are not able reciprocate the same. Therefore the present study aims at two basic objectives Phase I: To understand the Quality Circle activities at Hindustan Zinc Lilmited. To understand the perceptions of the Quality Circles facilitators and leaders in respect to the formation of the of the Quality Circles So the quality circles being not up to the mark ,the project aims to streamline the Quality Circle activities at Debari and to provide impetus so that the members get onto self-motivated mode. Further, to facilitate the environment for the activities and conduct appropriate guidance structures at Hindustan Zinc Limited .There must be support based on the respect of humanity, aiming at participation by everybody .Also, to develop capabilities and capacities of the Quality Circle members and to make the work place full of vitality. Phase II: The second phase explored Competency Mapping of the employees.Competency plays an important role in shaping up the perceptions of the employees.It is basically a measure to avoid making the mistake of hiring a round peg for a square hole. One of the underlying principles of Competency Mapping is finding the right person for the right job (specially the Facilitators of the quality circles). After the detailed study on reasons behind the non effectiveness of Quality Circles, Competency Mapping Study was taken up. The facilitators competencies were taken into account for the same. An effort was taken up to relate the individual competencies to the competencies required for the best Quality Circle Practices at HZL. Identifying, assessing and linking people competency with the Quality Circle competency from the core mapping. Competency Mapping is a process of identifying key competencies for a particular position in an organization. Therefore, the executives opinion about the competencies required for the Quality Circles was taken into account. The relevance and role of HR Managers is going through a flux. The new generation HR Manager attempts to link their individual competency with those set of competencies, which make them successful in their leadership role. In the present study, executives from various departments were selected randomly and were included in the sample. Questionnaires were filled by only those executives who had a free will. The find outcome of this project is in the development of a suggested framework to unable them to bridge the gap between the prevalent and required set of competencies. Hindustan Zinc Smelter (Debari) at present is not making use of the Competency Mappi ng tool. Therefore the executives were made aware of this tool of HR and to make them know the benefits of Competency Mapping as a tool to help their growth in an organization. Various formats to get the Quality Circles get streamlined are also suggested which include Evaluation Criteria, Format for the meetings and the minutes ,Introduction for of the commandments of QCs, relating awards and recognition to the same. As a result the company organized a Quality Circle gathering with a lunch in which a briefing for the Quality Circles was again given ,besides bags to all the quality circle members were given so as to give them recognition by differentiating them from the non members. Certificate From Industry Guide Certificate From Faculty Guide This is to certify that, Ms Arushi Chauhan from MBA (HR) class of 2009 is a Bonafide student of Amity Business School, Amity University Uttar Pradesh and is presently pursuing a Post Graduate Programme in Management. Under my guidance, she has submitted her project titled â€Å"Validating Competency Mapping for Attaining Best Quality Circle Practices at HZL†, in partial fulfillment of the requirement for the summer internship project from Hindustan Zinc Limited, Udaipur, from May 1, 2008 to June 30, 2008 during the Post Graduate Programme in Management. This report has not been previously submitted as part of another degree or diploma of another business school or university. (Date July 24, 2008) Dr. R. Sujatha Senior Faculty (HR) Amity Business School CHAPTER: 1 INTRODUCTION Company Profile Introduction to Quality Circles Competency Mapping Objective Rationale COMPANY PROFILE VEDANTA GROUP Welcome To The Vedanta Group Vedanta an over US $ 8.2 billion, Vedanta Resources plc (â€Å"Vedanta†) is a London listed FTSE 100 diversified metals and mining major. The group produces aluminium, copper, zinc, lead and iron ore and also commercial energy. Vedanta has operations in India, Zambia and Australia and a strong organic growth pipeline of projects. With an empowered talent pool of 30,000 employees globally, Vedanta places strong emphasis on partnering with all its stakeholders based on the core values of entrepreneurship, excellence, trust, inclusiveness and growth. Chairman Mr. Anil Agarwal Deputy Chairman Mr. Navin Agarwal Chief Executive Officer Mr. Kuldeep Kumar Kaura Vedanta Group is a well established name in the corporate world. Vedanta has a strong track record in managing operations and improving costs and output. Its zinc and copper operations rank in the top quartile of global cost efficiency. Its principal operations are located in India, where they have a major market share in each of their main metals: aluminum, copper, zinc and lead. There are also substantial copper operations in Zambia and a copper mine in Australia. Vedanta Resources plc was listed in London in December 2003. At the time of listing, Vedanta set out a carefully structured strategy, to which the board and management remain committed. The group comprises three major businesses: Aluminium comprising bauxite mining, alumina refining aluminium smelting operations in India. Copper comprising smelting refining operations in India, copper ore mining in Australia, an integrated copper production in Zambia. Zinc comprising zinc-lead mining smelting operations in India. Sterlite Industries is an important segment of Vedanta Group. Sterlite Industries (India) Limited was  acquired in 1986, bringing together several metal related activities managed by the Agarwal family.   In 2001 it acquired a 26% stake in Hindustan Zinc Ltd., an integrated zinc and lead producer, from the Government of India and a further 20% through a compulsory open market offer. Vedanta is successfully operating in India in collaboration with Hindustan Zinc Ltd (HZL). The Zinc business of Vedanta is managed within Hindustan Zinc Limited.   HZL is Indias only integrated Zinc Company, operating from mine to finished metal and supplied around 80% of Indias zinc requirements in 2007-08. Vedanta Resources Plc A Snapshot National presence Hindustan Zinc Limited (HZL) Sterlite Industries (India) Ltd (SIIL) Bharat Aluminium Company Ltd (BALCO) The Madras Aluminium Company Ltd (MALCO) Vedanta Aluminium Ltd. (VAL) Lanjigarh Sesa Goa Limited Sterlite Energy Limited 2) Global presence Copper Mines of Tasmania, Tasmania Konkola Copper Mines, Zambia 3) Sterlite Group has also strong presence in Optical cables business through Sterlite Optical Technologies Ltd. (a non Vedanta Company) 4) A leading producer of key commodities in India FY2007-08 Group turnover : US $ 8,203 million FY2007-08 Group EBITDA : US $ 3,010 million $7.5 billion investment programme. First phase of $2.2 billion completed on time and within budget. The next phase of $5.3 billion under implementation and on schedule. STERLITE INDUSTRIES Sterlite Energy Limited (SEL) is a part of Vedanta Resources plc , a London listed metals and mining major with Aluminium, Copper, Zinc and Iron ore operations in India, Australia and Zambia, and a subsidiary of Vedanta group flagship company, Sterlite Industries (India) Limited. SEL was established to develop, construct and operate power plants and seeks to become one of Indias leading commercial power generation companies. SEL is well positioned to capitalize on Indias economic growth, power deficit and large coal reserves to develop a commercial power generation business. It shall benefit from Vedanta groups experienced and focused management with strong project execution skills, experience in building and operating captive power plants, substantial experience in mining activities and the capacity to finance world-class projects. Various objectives of Sterlite group regarding HZL are: To make Chanderiya Smelter, Rampura Agucha mines known for its world class operations. To make Zawar mines, RDM, ZSP and ZSV internationally competitive HINDUSTAN ZINC LTD. PROFILE Hindustan Zinc Limited (HZL) is one of Indias leading Zinc-lead producers and exceptional in its extent of its technology coupled with vertical integration in other non-ferrous metals. Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10th January 1966 as a Public Sector Undertaking. Hindustan Zinc is a vertically integrated company with mining and smelting operations located mainly in the State of Rajasthan and in the State of Andhra Pradesh. Hindustan Zinc is Indias only integrated producer of Zinc and Lead and is among the worlds leading integrated Zinc and Lead producers. Its metal production capacity is currently 754000 tones per annum. The smelters are situated at Chanderia, Debari and Visakhapatnam .The mines are situated at Zawar, Dariba and Rampura Agucha VISION OF HZL To be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. MISSION OF HZL Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tones zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value Introduction to Quality Circle A Quality Circle is a small group in which people who work in the first line work place, continually improve and maintain the quality of products, services, job. This small group promotes the activity in such a way as to autonomously administer it, utilize the QC concept and technique and others, display creativity and make self development and mutual development. This activity intent to: †¢Develop workers capability; perform the self-actualization for QC Circle members, make the work place full of brightness and vitality. †¢Enhance customer satisfaction and make a social contribution. The executives and the mangers in order to make QC Circle activities successful, contribute to improving the enterprises, constitute and implement company wide TQM or similar one by themselves. Facilitate the environment for the activity and continually, conduct appropriate guidance and support based on the respect for humanity, aiming at the participation by everybody and positioning the activity as important for human resources development and work place utilization Quality Circles Functioning: A typical quality circle consists of 5 to 10 members from the same working area. A leader is either elected by the members or the senior most people assumes the leaders role. The quality circle meets once every week, usually outside working hours. The meeting lasts for half hour to one hour. The quality circle is assisted by a facilitator or a coordinator, who is from the executive cadre. The facilitator helps in ensuring that the requirements for the quality circle meetings are met. He also is the contact between the quality circles and the senior management. In many cases, the facilitator helps the team in case they face difficult in solving a problem. MANAGEMENT ACTION FOR SUCCESSFUL IMPLEMENTAION OF QUALITY CIRCLE CONCEPT FORMATION OF APEX LEVEL STEERING COMMITTEE. ABOVE COMMITTEE WILL DECIDE TO FORM ZONE WISE STEERING COMMITTEE (TWO TO FIVE SUCH COMMITTEES MAY BE FORMED DEPENDING UPON ORGANISATIONAL SET UP). NOMINATE ZONE CHAIRPERSON FOR EACH ZONE. ZONE CO-ORDINATOR AND OVER ALL CHIEF CO-ORDINATOR. DECIDE DATE/DAY OF MONTHLY AREA STEERING COMMITTEE MEETING. APEX LEVEL STEERING COMMITTEE MEETING MAY BE HELD BI-MONTHLY. PROPOSED AGENDA MAY BE: ADOPTION/FOLLOW-UP OF PREVIOUS MEETING MINUTES. IN APEX LEVEL STEERING COMMITTEE CHAIRED BY HEAD OF PLANT, CHAIRMEN OF AREA STEERING COMMITTEE WILL PRESENT THE STATUS OF QUALITY CIRCLES STATUS IN THEIR RESPECTIVE AREAS. STATUS OF CIRCLE ACTIVITIES IN EACH ZONE FOLLOWED BY IMPLEMENTATION STATUS OF APPROVED PROJECTS. TRAINING PROGRAMME/REFRESHER PROGRAMME STATUS. PROJECT FOR APPROVAL ANY OTHER POINTS IN CASE OF â€Å"PROJECTS FOR APPROVAL† CIRCLE WILL PRESENT ONE BY ONE. THEY WILL SIMPLY EXLAIN THE PROJECT TAKEN, HOW THEY HAVE SOLVED AND GAINS (WITH IN 5 TO 7 MINUTES). A GROUP OF NOMINATED EXECUTIVES WILL AUDIT THE SAME AT WORK PLACE. THEY WILL ASK FEW QUESTIONS TO THE EMPLOYEES OF THAT AREA TO ENCOURAGE THEM. PROJECT MAY BE APPROVED AFTER SEEING THE IMPLEMENTATION STATUS, IF NO FURTHER MODIFICATION IS REQUIRED. IF PROJECT IS APPROVED, THIS SHOULD BE PRESENTED IN PROPER WAY. A TOKEN GIFT MAY BE GIVEN TO EACH MEMBER INCLUDING FACILITATOR/ DY. FACILITATOR. THIS GIFT MAY BE RESTRICTED TO THOSE WHO HAVE ATTENDED 60% OR MORE MEETINGS HELD FOR THIS PROJECT DURATION. THIS WILL ENCOURAGE THE MEMBER TO ATTEND MAXIMUM NUMBER OF MEETINGS. AFTER APPROVAL OF THE PROJECT, STEERING COMMITTEE OF THAT ZONE WILL ASK THE HOD OF THAT ZONE, TO MAKE TENTATIVE PLANNING OF IMPLEMENTAION OF PROJECTS IN TOTALITY. EVALUATION OF EACH AREA AND BEST CIRCLE IN EACH AREA MAY BE DONE EVERY SIX MONTHS VIZ. JANUARY TO JUNE AND JULY TO DECEMBER OF EACH YEAR AS PER PRE FIXED CRITERIA. A RUNNING SHIELD TO BEST, AREA AND PRIZES TO BEST CIRCLE IN EACH AREA MAY BE GIVEN ON THE BASIS OF SIX MONTHLY EVALUATION ON 15TH AUGUST AND 26TH JANUARY RESPECTIVELY. QC MELA, QUIZ COMPETITION, KAVI SAMMELAN, POSTER/ESSAY/SLOGAN/POEM COMPETITION ETC. MAY BE ORANISED BY QUALITY CIRCLE INITIATIVE TRAINING/ REFRESHER PROGRAMME, FACILITATORS MEET, LEADERS MEET ETC. MAY BE ORGANISED AT REGULAR INTERVAL. TO CREATE QUALITY CIRCLE ENVIRONMENT, TRY TO ENCOURAGE QC IN HOME, COLONY, HOSPITAL, SCHOOL TEACHER, STUDENT ETC. SURRONDING VILLAGES MAY BE TAKEN TO IMPLEMENT QC CONCEPT IN VILLAGES Quality Circle Policy at Hindustan Zinc Limited Introduction: This policy provides objectives of the Companys Quality Circle Program and outlines a broad framework for operations of quality circles in the company for its continuity and consistency amongst the units. It provides the strategic direction for the efforts to achieve sustainable operations of quality circles in the company and qualitative aspects embedded in the companys vision and mission statements. It incorporates the basic approach of quality circles concept appropriately to improve the work culture. Objectives: The quality circles will have the following objectives: To enhance employees job satisfaction and belongingness. To provide an effective platform to the employees to contribute through their ideas knowledge in a healthy environment so as to use their full potential. To promote team work and improve communication at all levels. To develop problem solving analytical approach at shop floor to solve day to day problems. To improve work culture through reduced waste and enhanced quality and productivity. To further expand employee development through education and awareness. The Set Up: QC BASICS Quality circles will have four to eight workmen of same work area involved in doing similar kind of activities as members. They will meet as per schedule preferably at least once in 21 days, and identify, select, prioritise the problems. Analyze the causes of problems after discussions in the meetings and then make recommendations of solutions through discussions a nd /or brif Presentations. The QC members will then work together to implement the approved solutions in their work area would be facilitated by the management wherever necessary. Role of QC Leader The leader of the QC will be chosen from the group by the group members only. QC can have different leaders for different problems. The leaders of the QCs will be given necessary inputs by the shop flor facilitator so the leader becomes competent enough to take responsibility for the operation of the QC and can explain proper uses of QC techniques to the circle members. The leader should ensure that the meetings are held as per schedule and a report of each QC meeting is made covering all aspects. Role of Facilitator An executive of shop floor will facilitate each QC.This executive The Facilitator will be responsible in following ways: Be primarily an advisor to the QC of his department /Section/Sub Section. Be active and helpful to the extent the group wants his involvement and keep him informed through interactions / reports of the QC meetings etc. Constantly promote encourage the circle concept extend all facilities to QCs for organizing meeting as per schedule. These facilities will include meeting place, stationary other material for arranging presentations. Maintain liaison, contacts and provide feedback on requests in a timely manner towards ‘Solutions-implementation. Educate encourage other employees of the area to join the QCs /Form new QC. Role of Convenor For overall coordination facilitating jobs at unit level, the HOD of Unit I.E. Dept. will act as the UNIT convenor (s) to expedite the coordination process. He will be responsible for: Smooth and uninterrupted operations of Unit Quality Circle Program. Education / Training to facilitators, Leaders and Members. Coordinating circle operations by acting as an interface between facilitators /circles and Unit Steering Committee Unit Management. Providing feedback to steering Committee and extend help as and when required by the facilitators/circles. Maintaining records of all QCs of the unit based on QC meeting. Helping facilitators /HODs in evaluation of QC performance. Organizing Units Annual QC Convention preferably in the quality month i.e. November and declaration of the best quality circles of the year. Attending circle meetings occasionally and organizing QC leader meetings periodically. Coordinating with Convenor of Corporate QC Steering Group.(CQCSG) Sending a monthly report to the convenor of CQCSG i.e. HOD of Corporate IE Department Corporate office giving all the details regarding Unit Quality Circle operations .The details will include number of QCs ,their strength ,meeting frequency ,areas identified / approved for analysis, Q.C. Techniques employed, presentations made, No. of improvements effected their brief details ,designation of Sr. Level Officers of the unit who extended visible support ,the evaluation sheets of QCs performance etc. Unit Steering Group (USG) USG will be chaired by Unit Head and will consist of HODs of major functions of the unit viz. production, maintenance, personnel, accounts, stores etc. USG will be responsible in conformance to units operational requirements consistent with broad guidelines of QC Policy. USG shall provide guidance direction to QC program within the unit. USG will also publicize the circle activities /achievements within outside the unit .Their objective will be to promote QCs in all areas of the unit. The members of the group will show their visible support by attending meetings regularly with the facilitators and the circle members for encouragement advises. They will also allocate higher priority for attending presentation of quality circles as when requested. CQCSG: Corporate support to all QC activities in the Units would be extended through a Corporate QC Steering Group. The Operative Framework: The membership of the circles will be open to all workmen on voluntary basis QC members will work in coordinated team manner to accomplish the activities taken on their own initiative by sharing responsibilities among themselves. QC members will identify, select, prioritize and analyze the problems. QC members will participate in all QC activities including presentation set for other fellow workmen to emulate. QC members will be in constant touch with the facilitator. QC members will set up schedules for meetings and presentations within the framework of known company work loads in consultation with the facilitator send minutes of meetings promptly to the Unit Convenor with a copy to the facilitator. The circle will maintain continuous communication amongst all members. QC members will present the identified problems along-with alternative solutions to management for acceptance. QC members will pursue to implement the solutions of the problems as approved by management. QC members will make presentation on the progress of implemented solutions to management. Circles will not address the following subjects: Employees Complaints Personal Grievances Personality related issues Role of Unit Steering Group: USG may participate in circles actions and will address to circles requests. USG will also support all implementation activities. USG may also suggest problems to the quality circles for further exploration. USG will encourage formation of quality circles on other areas of the unit. Performance Evaluation: The performance of each quality circle will be evaluated based on following guidelines: Evaluation Period: 1 Year Parameters Weightage % (a) No. of Meetings (Frequency at least once 15(Maximum 17 in 21 days) meetings in a year) Attendance of members 15 (in percentage) Regular submission of minutes of 10 meetings/reports to Unit Convenor No. of new problems identified and their 10 selection process Analysis ,effective use of QC tools, 10 workload distribution among the members Quality of solved problems with respect to 10 potential of the groups (g) No. of solutions implemented 10 (h) No. of presentations made, quality of 20 presentation, participation of members special features in the presentation. Comparison among circles will be done on the basis of the marks scored by different QCs of the unit. Recognition Facilitations Aspects: The efforts of circles attract non -financial awards only which could be in terms of recognition /publicity and the others as outlined below: i) At the time of formation registration of quality circles: Inauguration of QC by Unit Head. Introduction of QC members to Unit Head in presence of their Departmental Head. Displaying the details of newly formed QC on all notice boards of the Unit. Provision of stationary (writing pad, pen/pencil) to QC members. ii) After 10 meetings or completing at least one useful project whichever is later inviting QC members with spouse on a ‘tea† by HOD. iii) After 1st presentation to HOD of Respective Department, a certificate would be given to all QC members on a tea-get-together of the department. iv) Presentation of selected QCs to Unit Head in presence of all QCS of the unit where certificates shall be awarded to circle members signed by Convenor chairman of USG together. v) Honour at important occasions where QC member could be invited with the spouse. vi) QC page will be included in monthly departmental and unit report giving highlights of implemented solutions. vii) After annual performance review of QCs in the unit publication of details of completed projects by QC members with their photographs for circulation in all the units of HZL. viii) Two best QCs will be selected in the unit convention after 1 year of their operations based on performance criteria will be awarded accordingly (Preferably in quality month i.e. November). ix) Awarding QCFI membership to members of best two circles judged by evaluation committee constituted by Unit Steering Group Subject to eligibility. x) Sending Units best two QCs to other units for presentation on some important occasion of the unit. xi) Recognition to QCs standing 1st or 2nd in Unit consecutively for two years by CQCSG. xii) Best quality circle judged by CQCSG at Corporate level matching with corporate image be considered for sending for participation in national competition organized by QCFI when the opportunity comes. Introduction to Competency Mapping In the modern competitive world, business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and effectiveness of operations the improvement is required to be carried out in every factor. These factors are required to bring every factor in synchronization with other factors. To improve synchronization between different elements is an important approach to improve effectiveness and efficiency of the operations. Manpower, technical and managerial abilities are the most important resource of any organization .The most important resource is the most difficult to manage as no two persons are similar. Every person has different Qualities, attitude, motives, personality traits, skills, knowledge etc. which has effect on their performance at work. Organizations in order to facilitate excellence in the performance of the people in the organization are required to identify the right person for every job. This matching between jobs and people is an important avenue for organizational improvement efforts. HR professional are entrusted with the responsibility for selection, training and development, administration deployment support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their superiority for different functional tasks, and development of their potential to be effective and excel in the assigned tasks. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/psychometric tests. These tests have improved assessment of candidates but still the reliability of the results is not adequate to forecast effectiveness of the selected candidate for the job. Research conducted by Industrial and organizational psychologists have found that effectiveness of a person to carry out a job depends not only on single or isolated factors but on set of many different factors. Such set of factors that help the possessor to be effective in a particular job is termed as competency for that particular job is termed as competency for that particular job. HR function entrusted with the responsibility of finding right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping assessment as a very effective tool. Definition: Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully. Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. In order to enhance objectivity they use trained assessors and multiple methods including psych Quality Circle Activities at Hindustan Zinc Lilmited Quality Circle Activities at Hindustan Zinc Lilmited A PROJECT ON VALIDATING â€Å"COMPETENCY MAPPING† FOR ATTAINING THE BEST â€Å"QUALITY CIRCLE PRACTICES† AT HZL Executive Summary Successful quality circles offer a wide variety of benefits for businesses. They talk about the perceptions as well as employees awareness, increase managements awareness of employee ideas, as well as employee awareness of the need for innovation within the company. Adding on, quality circles can improve a businesss competitiveness by reducing costs, improving quality, and promoting innovation.HZL with the above motives, implemented the Quality Circles. The Quality Circles lead t self development, mutual development, quality improvement , cost reduction, waste reduction, productivity improvement, improvement in safety, job satisfaction , problem solving opportunities, people involvement and participation in team building. But, at present the Quality Circles are not able reciprocate the same. Therefore the present study aims at two basic objectives Phase I: To understand the Quality Circle activities at Hindustan Zinc Lilmited. To understand the perceptions of the Quality Circles facilitators and leaders in respect to the formation of the of the Quality Circles So the quality circles being not up to the mark ,the project aims to streamline the Quality Circle activities at Debari and to provide impetus so that the members get onto self-motivated mode. Further, to facilitate the environment for the activities and conduct appropriate guidance structures at Hindustan Zinc Limited .There must be support based on the respect of humanity, aiming at participation by everybody .Also, to develop capabilities and capacities of the Quality Circle members and to make the work place full of vitality. Phase II: The second phase explored Competency Mapping of the employees.Competency plays an important role in shaping up the perceptions of the employees.It is basically a measure to avoid making the mistake of hiring a round peg for a square hole. One of the underlying principles of Competency Mapping is finding the right person for the right job (specially the Facilitators of the quality circles). After the detailed study on reasons behind the non effectiveness of Quality Circles, Competency Mapping Study was taken up. The facilitators competencies were taken into account for the same. An effort was taken up to relate the individual competencies to the competencies required for the best Quality Circle Practices at HZL. Identifying, assessing and linking people competency with the Quality Circle competency from the core mapping. Competency Mapping is a process of identifying key competencies for a particular position in an organization. Therefore, the executives opinion about the competencies required for the Quality Circles was taken into account. The relevance and role of HR Managers is going through a flux. The new generation HR Manager attempts to link their individual competency with those set of competencies, which make them successful in their leadership role. In the present study, executives from various departments were selected randomly and were included in the sample. Questionnaires were filled by only those executives who had a free will. The find outcome of this project is in the development of a suggested framework to unable them to bridge the gap between the prevalent and required set of competencies. Hindustan Zinc Smelter (Debari) at present is not making use of the Competency Mappi ng tool. Therefore the executives were made aware of this tool of HR and to make them know the benefits of Competency Mapping as a tool to help their growth in an organization. Various formats to get the Quality Circles get streamlined are also suggested which include Evaluation Criteria, Format for the meetings and the minutes ,Introduction for of the commandments of QCs, relating awards and recognition to the same. As a result the company organized a Quality Circle gathering with a lunch in which a briefing for the Quality Circles was again given ,besides bags to all the quality circle members were given so as to give them recognition by differentiating them from the non members. Certificate From Industry Guide Certificate From Faculty Guide This is to certify that, Ms Arushi Chauhan from MBA (HR) class of 2009 is a Bonafide student of Amity Business School, Amity University Uttar Pradesh and is presently pursuing a Post Graduate Programme in Management. Under my guidance, she has submitted her project titled â€Å"Validating Competency Mapping for Attaining Best Quality Circle Practices at HZL†, in partial fulfillment of the requirement for the summer internship project from Hindustan Zinc Limited, Udaipur, from May 1, 2008 to June 30, 2008 during the Post Graduate Programme in Management. This report has not been previously submitted as part of another degree or diploma of another business school or university. (Date July 24, 2008) Dr. R. Sujatha Senior Faculty (HR) Amity Business School CHAPTER: 1 INTRODUCTION Company Profile Introduction to Quality Circles Competency Mapping Objective Rationale COMPANY PROFILE VEDANTA GROUP Welcome To The Vedanta Group Vedanta an over US $ 8.2 billion, Vedanta Resources plc (â€Å"Vedanta†) is a London listed FTSE 100 diversified metals and mining major. The group produces aluminium, copper, zinc, lead and iron ore and also commercial energy. Vedanta has operations in India, Zambia and Australia and a strong organic growth pipeline of projects. With an empowered talent pool of 30,000 employees globally, Vedanta places strong emphasis on partnering with all its stakeholders based on the core values of entrepreneurship, excellence, trust, inclusiveness and growth. Chairman Mr. Anil Agarwal Deputy Chairman Mr. Navin Agarwal Chief Executive Officer Mr. Kuldeep Kumar Kaura Vedanta Group is a well established name in the corporate world. Vedanta has a strong track record in managing operations and improving costs and output. Its zinc and copper operations rank in the top quartile of global cost efficiency. Its principal operations are located in India, where they have a major market share in each of their main metals: aluminum, copper, zinc and lead. There are also substantial copper operations in Zambia and a copper mine in Australia. Vedanta Resources plc was listed in London in December 2003. At the time of listing, Vedanta set out a carefully structured strategy, to which the board and management remain committed. The group comprises three major businesses: Aluminium comprising bauxite mining, alumina refining aluminium smelting operations in India. Copper comprising smelting refining operations in India, copper ore mining in Australia, an integrated copper production in Zambia. Zinc comprising zinc-lead mining smelting operations in India. Sterlite Industries is an important segment of Vedanta Group. Sterlite Industries (India) Limited was  acquired in 1986, bringing together several metal related activities managed by the Agarwal family.   In 2001 it acquired a 26% stake in Hindustan Zinc Ltd., an integrated zinc and lead producer, from the Government of India and a further 20% through a compulsory open market offer. Vedanta is successfully operating in India in collaboration with Hindustan Zinc Ltd (HZL). The Zinc business of Vedanta is managed within Hindustan Zinc Limited.   HZL is Indias only integrated Zinc Company, operating from mine to finished metal and supplied around 80% of Indias zinc requirements in 2007-08. Vedanta Resources Plc A Snapshot National presence Hindustan Zinc Limited (HZL) Sterlite Industries (India) Ltd (SIIL) Bharat Aluminium Company Ltd (BALCO) The Madras Aluminium Company Ltd (MALCO) Vedanta Aluminium Ltd. (VAL) Lanjigarh Sesa Goa Limited Sterlite Energy Limited 2) Global presence Copper Mines of Tasmania, Tasmania Konkola Copper Mines, Zambia 3) Sterlite Group has also strong presence in Optical cables business through Sterlite Optical Technologies Ltd. (a non Vedanta Company) 4) A leading producer of key commodities in India FY2007-08 Group turnover : US $ 8,203 million FY2007-08 Group EBITDA : US $ 3,010 million $7.5 billion investment programme. First phase of $2.2 billion completed on time and within budget. The next phase of $5.3 billion under implementation and on schedule. STERLITE INDUSTRIES Sterlite Energy Limited (SEL) is a part of Vedanta Resources plc , a London listed metals and mining major with Aluminium, Copper, Zinc and Iron ore operations in India, Australia and Zambia, and a subsidiary of Vedanta group flagship company, Sterlite Industries (India) Limited. SEL was established to develop, construct and operate power plants and seeks to become one of Indias leading commercial power generation companies. SEL is well positioned to capitalize on Indias economic growth, power deficit and large coal reserves to develop a commercial power generation business. It shall benefit from Vedanta groups experienced and focused management with strong project execution skills, experience in building and operating captive power plants, substantial experience in mining activities and the capacity to finance world-class projects. Various objectives of Sterlite group regarding HZL are: To make Chanderiya Smelter, Rampura Agucha mines known for its world class operations. To make Zawar mines, RDM, ZSP and ZSV internationally competitive HINDUSTAN ZINC LTD. PROFILE Hindustan Zinc Limited (HZL) is one of Indias leading Zinc-lead producers and exceptional in its extent of its technology coupled with vertical integration in other non-ferrous metals. Hindustan Zinc Limited was incorporated from the erstwhile Metal Corporation of India on 10th January 1966 as a Public Sector Undertaking. Hindustan Zinc is a vertically integrated company with mining and smelting operations located mainly in the State of Rajasthan and in the State of Andhra Pradesh. Hindustan Zinc is Indias only integrated producer of Zinc and Lead and is among the worlds leading integrated Zinc and Lead producers. Its metal production capacity is currently 754000 tones per annum. The smelters are situated at Chanderia, Debari and Visakhapatnam .The mines are situated at Zawar, Dariba and Rampura Agucha VISION OF HZL To be a world-class zinc company, creating value, leveraging mineral resources and related core competencies. MISSION OF HZL Be a lowest cost zinc producer on a global scale, maintaining market leadership One million tones zinc-lead metal capacity by 2010 Be innovative, customer oriented and eco-friendly, maximizing stake-holder value Introduction to Quality Circle A Quality Circle is a small group in which people who work in the first line work place, continually improve and maintain the quality of products, services, job. This small group promotes the activity in such a way as to autonomously administer it, utilize the QC concept and technique and others, display creativity and make self development and mutual development. This activity intent to: †¢Develop workers capability; perform the self-actualization for QC Circle members, make the work place full of brightness and vitality. †¢Enhance customer satisfaction and make a social contribution. The executives and the mangers in order to make QC Circle activities successful, contribute to improving the enterprises, constitute and implement company wide TQM or similar one by themselves. Facilitate the environment for the activity and continually, conduct appropriate guidance and support based on the respect for humanity, aiming at the participation by everybody and positioning the activity as important for human resources development and work place utilization Quality Circles Functioning: A typical quality circle consists of 5 to 10 members from the same working area. A leader is either elected by the members or the senior most people assumes the leaders role. The quality circle meets once every week, usually outside working hours. The meeting lasts for half hour to one hour. The quality circle is assisted by a facilitator or a coordinator, who is from the executive cadre. The facilitator helps in ensuring that the requirements for the quality circle meetings are met. He also is the contact between the quality circles and the senior management. In many cases, the facilitator helps the team in case they face difficult in solving a problem. MANAGEMENT ACTION FOR SUCCESSFUL IMPLEMENTAION OF QUALITY CIRCLE CONCEPT FORMATION OF APEX LEVEL STEERING COMMITTEE. ABOVE COMMITTEE WILL DECIDE TO FORM ZONE WISE STEERING COMMITTEE (TWO TO FIVE SUCH COMMITTEES MAY BE FORMED DEPENDING UPON ORGANISATIONAL SET UP). NOMINATE ZONE CHAIRPERSON FOR EACH ZONE. ZONE CO-ORDINATOR AND OVER ALL CHIEF CO-ORDINATOR. DECIDE DATE/DAY OF MONTHLY AREA STEERING COMMITTEE MEETING. APEX LEVEL STEERING COMMITTEE MEETING MAY BE HELD BI-MONTHLY. PROPOSED AGENDA MAY BE: ADOPTION/FOLLOW-UP OF PREVIOUS MEETING MINUTES. IN APEX LEVEL STEERING COMMITTEE CHAIRED BY HEAD OF PLANT, CHAIRMEN OF AREA STEERING COMMITTEE WILL PRESENT THE STATUS OF QUALITY CIRCLES STATUS IN THEIR RESPECTIVE AREAS. STATUS OF CIRCLE ACTIVITIES IN EACH ZONE FOLLOWED BY IMPLEMENTATION STATUS OF APPROVED PROJECTS. TRAINING PROGRAMME/REFRESHER PROGRAMME STATUS. PROJECT FOR APPROVAL ANY OTHER POINTS IN CASE OF â€Å"PROJECTS FOR APPROVAL† CIRCLE WILL PRESENT ONE BY ONE. THEY WILL SIMPLY EXLAIN THE PROJECT TAKEN, HOW THEY HAVE SOLVED AND GAINS (WITH IN 5 TO 7 MINUTES). A GROUP OF NOMINATED EXECUTIVES WILL AUDIT THE SAME AT WORK PLACE. THEY WILL ASK FEW QUESTIONS TO THE EMPLOYEES OF THAT AREA TO ENCOURAGE THEM. PROJECT MAY BE APPROVED AFTER SEEING THE IMPLEMENTATION STATUS, IF NO FURTHER MODIFICATION IS REQUIRED. IF PROJECT IS APPROVED, THIS SHOULD BE PRESENTED IN PROPER WAY. A TOKEN GIFT MAY BE GIVEN TO EACH MEMBER INCLUDING FACILITATOR/ DY. FACILITATOR. THIS GIFT MAY BE RESTRICTED TO THOSE WHO HAVE ATTENDED 60% OR MORE MEETINGS HELD FOR THIS PROJECT DURATION. THIS WILL ENCOURAGE THE MEMBER TO ATTEND MAXIMUM NUMBER OF MEETINGS. AFTER APPROVAL OF THE PROJECT, STEERING COMMITTEE OF THAT ZONE WILL ASK THE HOD OF THAT ZONE, TO MAKE TENTATIVE PLANNING OF IMPLEMENTAION OF PROJECTS IN TOTALITY. EVALUATION OF EACH AREA AND BEST CIRCLE IN EACH AREA MAY BE DONE EVERY SIX MONTHS VIZ. JANUARY TO JUNE AND JULY TO DECEMBER OF EACH YEAR AS PER PRE FIXED CRITERIA. A RUNNING SHIELD TO BEST, AREA AND PRIZES TO BEST CIRCLE IN EACH AREA MAY BE GIVEN ON THE BASIS OF SIX MONTHLY EVALUATION ON 15TH AUGUST AND 26TH JANUARY RESPECTIVELY. QC MELA, QUIZ COMPETITION, KAVI SAMMELAN, POSTER/ESSAY/SLOGAN/POEM COMPETITION ETC. MAY BE ORANISED BY QUALITY CIRCLE INITIATIVE TRAINING/ REFRESHER PROGRAMME, FACILITATORS MEET, LEADERS MEET ETC. MAY BE ORGANISED AT REGULAR INTERVAL. TO CREATE QUALITY CIRCLE ENVIRONMENT, TRY TO ENCOURAGE QC IN HOME, COLONY, HOSPITAL, SCHOOL TEACHER, STUDENT ETC. SURRONDING VILLAGES MAY BE TAKEN TO IMPLEMENT QC CONCEPT IN VILLAGES Quality Circle Policy at Hindustan Zinc Limited Introduction: This policy provides objectives of the Companys Quality Circle Program and outlines a broad framework for operations of quality circles in the company for its continuity and consistency amongst the units. It provides the strategic direction for the efforts to achieve sustainable operations of quality circles in the company and qualitative aspects embedded in the companys vision and mission statements. It incorporates the basic approach of quality circles concept appropriately to improve the work culture. Objectives: The quality circles will have the following objectives: To enhance employees job satisfaction and belongingness. To provide an effective platform to the employees to contribute through their ideas knowledge in a healthy environment so as to use their full potential. To promote team work and improve communication at all levels. To develop problem solving analytical approach at shop floor to solve day to day problems. To improve work culture through reduced waste and enhanced quality and productivity. To further expand employee development through education and awareness. The Set Up: QC BASICS Quality circles will have four to eight workmen of same work area involved in doing similar kind of activities as members. They will meet as per schedule preferably at least once in 21 days, and identify, select, prioritise the problems. Analyze the causes of problems after discussions in the meetings and then make recommendations of solutions through discussions a nd /or brif Presentations. The QC members will then work together to implement the approved solutions in their work area would be facilitated by the management wherever necessary. Role of QC Leader The leader of the QC will be chosen from the group by the group members only. QC can have different leaders for different problems. The leaders of the QCs will be given necessary inputs by the shop flor facilitator so the leader becomes competent enough to take responsibility for the operation of the QC and can explain proper uses of QC techniques to the circle members. The leader should ensure that the meetings are held as per schedule and a report of each QC meeting is made covering all aspects. Role of Facilitator An executive of shop floor will facilitate each QC.This executive The Facilitator will be responsible in following ways: Be primarily an advisor to the QC of his department /Section/Sub Section. Be active and helpful to the extent the group wants his involvement and keep him informed through interactions / reports of the QC meetings etc. Constantly promote encourage the circle concept extend all facilities to QCs for organizing meeting as per schedule. These facilities will include meeting place, stationary other material for arranging presentations. Maintain liaison, contacts and provide feedback on requests in a timely manner towards ‘Solutions-implementation. Educate encourage other employees of the area to join the QCs /Form new QC. Role of Convenor For overall coordination facilitating jobs at unit level, the HOD of Unit I.E. Dept. will act as the UNIT convenor (s) to expedite the coordination process. He will be responsible for: Smooth and uninterrupted operations of Unit Quality Circle Program. Education / Training to facilitators, Leaders and Members. Coordinating circle operations by acting as an interface between facilitators /circles and Unit Steering Committee Unit Management. Providing feedback to steering Committee and extend help as and when required by the facilitators/circles. Maintaining records of all QCs of the unit based on QC meeting. Helping facilitators /HODs in evaluation of QC performance. Organizing Units Annual QC Convention preferably in the quality month i.e. November and declaration of the best quality circles of the year. Attending circle meetings occasionally and organizing QC leader meetings periodically. Coordinating with Convenor of Corporate QC Steering Group.(CQCSG) Sending a monthly report to the convenor of CQCSG i.e. HOD of Corporate IE Department Corporate office giving all the details regarding Unit Quality Circle operations .The details will include number of QCs ,their strength ,meeting frequency ,areas identified / approved for analysis, Q.C. Techniques employed, presentations made, No. of improvements effected their brief details ,designation of Sr. Level Officers of the unit who extended visible support ,the evaluation sheets of QCs performance etc. Unit Steering Group (USG) USG will be chaired by Unit Head and will consist of HODs of major functions of the unit viz. production, maintenance, personnel, accounts, stores etc. USG will be responsible in conformance to units operational requirements consistent with broad guidelines of QC Policy. USG shall provide guidance direction to QC program within the unit. USG will also publicize the circle activities /achievements within outside the unit .Their objective will be to promote QCs in all areas of the unit. The members of the group will show their visible support by attending meetings regularly with the facilitators and the circle members for encouragement advises. They will also allocate higher priority for attending presentation of quality circles as when requested. CQCSG: Corporate support to all QC activities in the Units would be extended through a Corporate QC Steering Group. The Operative Framework: The membership of the circles will be open to all workmen on voluntary basis QC members will work in coordinated team manner to accomplish the activities taken on their own initiative by sharing responsibilities among themselves. QC members will identify, select, prioritize and analyze the problems. QC members will participate in all QC activities including presentation set for other fellow workmen to emulate. QC members will be in constant touch with the facilitator. QC members will set up schedules for meetings and presentations within the framework of known company work loads in consultation with the facilitator send minutes of meetings promptly to the Unit Convenor with a copy to the facilitator. The circle will maintain continuous communication amongst all members. QC members will present the identified problems along-with alternative solutions to management for acceptance. QC members will pursue to implement the solutions of the problems as approved by management. QC members will make presentation on the progress of implemented solutions to management. Circles will not address the following subjects: Employees Complaints Personal Grievances Personality related issues Role of Unit Steering Group: USG may participate in circles actions and will address to circles requests. USG will also support all implementation activities. USG may also suggest problems to the quality circles for further exploration. USG will encourage formation of quality circles on other areas of the unit. Performance Evaluation: The performance of each quality circle will be evaluated based on following guidelines: Evaluation Period: 1 Year Parameters Weightage % (a) No. of Meetings (Frequency at least once 15(Maximum 17 in 21 days) meetings in a year) Attendance of members 15 (in percentage) Regular submission of minutes of 10 meetings/reports to Unit Convenor No. of new problems identified and their 10 selection process Analysis ,effective use of QC tools, 10 workload distribution among the members Quality of solved problems with respect to 10 potential of the groups (g) No. of solutions implemented 10 (h) No. of presentations made, quality of 20 presentation, participation of members special features in the presentation. Comparison among circles will be done on the basis of the marks scored by different QCs of the unit. Recognition Facilitations Aspects: The efforts of circles attract non -financial awards only which could be in terms of recognition /publicity and the others as outlined below: i) At the time of formation registration of quality circles: Inauguration of QC by Unit Head. Introduction of QC members to Unit Head in presence of their Departmental Head. Displaying the details of newly formed QC on all notice boards of the Unit. Provision of stationary (writing pad, pen/pencil) to QC members. ii) After 10 meetings or completing at least one useful project whichever is later inviting QC members with spouse on a ‘tea† by HOD. iii) After 1st presentation to HOD of Respective Department, a certificate would be given to all QC members on a tea-get-together of the department. iv) Presentation of selected QCs to Unit Head in presence of all QCS of the unit where certificates shall be awarded to circle members signed by Convenor chairman of USG together. v) Honour at important occasions where QC member could be invited with the spouse. vi) QC page will be included in monthly departmental and unit report giving highlights of implemented solutions. vii) After annual performance review of QCs in the unit publication of details of completed projects by QC members with their photographs for circulation in all the units of HZL. viii) Two best QCs will be selected in the unit convention after 1 year of their operations based on performance criteria will be awarded accordingly (Preferably in quality month i.e. November). ix) Awarding QCFI membership to members of best two circles judged by evaluation committee constituted by Unit Steering Group Subject to eligibility. x) Sending Units best two QCs to other units for presentation on some important occasion of the unit. xi) Recognition to QCs standing 1st or 2nd in Unit consecutively for two years by CQCSG. xii) Best quality circle judged by CQCSG at Corporate level matching with corporate image be considered for sending for participation in national competition organized by QCFI when the opportunity comes. Introduction to Competency Mapping In the modern competitive world, business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and effectiveness of operations the improvement is required to be carried out in every factor. These factors are required to bring every factor in synchronization with other factors. To improve synchronization between different elements is an important approach to improve effectiveness and efficiency of the operations. Manpower, technical and managerial abilities are the most important resource of any organization .The most important resource is the most difficult to manage as no two persons are similar. Every person has different Qualities, attitude, motives, personality traits, skills, knowledge etc. which has effect on their performance at work. Organizations in order to facilitate excellence in the performance of the people in the organization are required to identify the right person for every job. This matching between jobs and people is an important avenue for organizational improvement efforts. HR professional are entrusted with the responsibility for selection, training and development, administration deployment support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their superiority for different functional tasks, and development of their potential to be effective and excel in the assigned tasks. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/psychometric tests. These tests have improved assessment of candidates but still the reliability of the results is not adequate to forecast effectiveness of the selected candidate for the job. Research conducted by Industrial and organizational psychologists have found that effectiveness of a person to carry out a job depends not only on single or isolated factors but on set of many different factors. Such set of factors that help the possessor to be effective in a particular job is termed as competency for that particular job is termed as competency for that particular job. HR function entrusted with the responsibility of finding right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping assessment as a very effective tool. Definition: Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully. Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. In order to enhance objectivity they use trained assessors and multiple methods including psych

Dialect and Dramatic Monologue of Curtain of Green :: Curtain of Green Essays

Dialect and Dramatic Monologue of Curtain of Green Eudora Welty is not merely a brilliant writer, she is a brilliant and gifted storyteller. A product of the South's rich oral tradition, Welty considers the richness of local speech to be one of the greatest gifts that her heritage has to offer (Vande Kieft 9). Southern speech is characterized by talking, listening, and remembering. Welty, a great listener, based many of her stories on bits of dialogue overheard in her everyday life. However, Welty makes the most of the southern propensity for talking. Her stories are rich in dialect and often take the form of dramatic monologues, as in "Why I live at the P.O." and "The Petrified Man." Southern speech is primarily narrative and frequently takes the form of tall tales, folk tales, and local legends. This holds true in Welty's writing, in which one will not find mere conversation, but the telling of a story. Often with Welty, the story is not told through the narrator, but rather by the characters (53). It is through this structure that the dramatic monologue appears. In Welty's "Why I Live at the P.O.," the postmistress of China Grove, referred to only as "Sister," is systematically alienated from her family following a fight with her sister, Stella-Rondo, whom she accuses of stealing and running off with her boyfriend, Mr. Whitaker. As the two sisters compete for the support of the family, one by one the family members take up sides with Stella-Rondo, and Sister states her case to the reader. "Stella-Rondo hadn't done a thing but turn her against me from upstairs while I stood there helpless over the hot stove," rants Sister. "So that made Mama, Papa-Daddy, and the baby all on Stella-Rondo's side (Welty 102). Welty, a true master of language, never received any form of formal education in the field of writing. She was educated through her surroundings, through listening and remembering. Welty's use of the Southern vernacular is an important element in every story she writes. One also might notice that it is nearly impossible to read one of Eudora Welty's stories without hearing it as well. Welty's written Southern speech is highly characteristic of how the language is actually spoken. It is the qualities of the spoken word that show through in Welty's writing and give it its poetic richness. Although Welty makes frequent use of dialectical spelling and pronunciation, it is through rhythm, idioms, and specified vocabulary that she is able to bring southern speech alive (Brooks 416).

backstreet boys :: essays research papers

Backstreet Boys   Ã‚  Ã‚  Ã‚  Ã‚  In a world full of imitations, the Backstreet Boys are definitely not just another fabricated, bubblegum-pop boy-band, but are a multi-talented group of real musicians. With each Backstreet Boy having his own unique experiences in such areas as: acting, singing, modeling, and playing instruments, it is obvious that it would add flavor to their phenomenal voices, and lead them to fame and fortune. â€Å"Honestly, looking at them for the first time with their country, down to earth, all American boy image, I thought they were out of their heads. Eventually, their vocal abilities and their passion for music changed my mind,† stated their former manager, Johnny Wright on VH1 Music Television. Although it may seem as if success was easily handed over to them, these five regular guys from Orlando, Florida experienced many struggles on their bumpy road to the top.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"They are liked and have such a huge following because of the diverse group of boys represented,† Kayla Jones stated in a personal interview. Despite their success in being number one in thirty-eight different countries, each member had his fair share of struggles before reaching his status in the Backstreet Boys (Gold Collector’s Series Entertainment Magazine). Leaving their mark on the world was not as easy as it may seem. Each member comes from a different background with influences ranging from Latin to even Blackfoot Indian (Krulik, 11). What brings such a young and talented group of guys together is their love and passion for music and the stage. Ashufta 2 Nicholas Gene Carter, better known as Nick from the Backstreet Boys, was born in Jamestown, New York on January 28, 1980 (Golden 61). Being born in the same hospital as Lucille Ball, it was inevitable that he was destined for a career in show business. Shortly after his birth, his family moved to a dream house in Orlando, Florida. It was there that Nick truly developed his skills and desires for the entertainment world. He experienced the different aspects of show business including: singing for the Tampa Bay Buccaneers halftime shows, acting in Phantom of the Opera, winning talent shows, and even working for Nickelodeon and the Disney Channel (Golden 64). Despite of his accomplishments, he was still unsatisfied and was determined to discover his ideal job in the spotlight. The rebel of the Backstreet Boys, Alexander James (A.J.) McLean was born on January 9, 1978 in West Palm Beach, Florida.

Reflective Nursing Essay

Case Study One In this case study I will use Gibbs (1988) model of reflection to write a personal account of an abdominal examination carried out in general practice under the supervision of my mentor, utilising the skills taught during the module thus far. What happened During morning routine sick parade I was presented with a 21 year old male soldier experiencing severe acute, non specific, abdominal pain. Under the supervision of the medical officer (MO) I proceeded to carry out a full assessment and abdominal examination, using Byrne and Long’s (1976) model to structure the consultation. I requested the patients’ consent before conducting the examination, as is essential before commencement of any medical procedure, be it a physical examination or a critical surgical procedure (Seidal et al, 2006). The patient was quite agitated on arrival and appeared to be in a great deal of pain, and so before continuing with the physical examination I reassured him and made him comfortable in the treatment room. On examination his abdomen was soft, palpable with no tenderness, on auscultation bowel sounds where normal, vital signs normal, with cramping centralised pain. Feelings I was feeling confident in my ability to deal with the patient and perform the examination effectively as I had practiced this several times previously using the university resources and mock OSCE with my facilitator. As I am often solely responsible for the care and management of patients during out of hours (OOH) I felt comfortable assessing and triaging the patient. However, under normal circumstances I would assess the patient and refer them to the MO if I was concerned about their condition, in order for a decision to be made. I was also being closely monitored throughout which did increase the pressure to deliver the correct diagnosis and make appropriate decisions. However, by utilising the consultation model I feel I managed to keep a focused approach and ensure the correct questions where asked. Evaluation I feel I gained a good history from the patient by using the SOLER principles (Egan, 1990) taught in the history taking presentation. Thus allowing me to form a differential diagnosis and rule out certain causes, such as; constipation, and indigestion. Subsequently, the physical examination enabled me to confirm a diagnosis of acute abdomen. As the patient was not experiencing any worrying (red flag) symptoms associated with abdominal emergencies, such as; appendicitis or pancreatitis. However, I did forget certain aspects of the physical examination and had to be prompted by the MO. Although with more practice such incidence would be reduced. Analysis I was happy that I managed to rule out any distinct causes of the abdominal pain by performing the examination to collect data, analyse it, and use the results to make an appropriate decision (Schon, 1984). However, had I performed the examination without assistance I may not have gained all the information required to confirm diagnosis, as I did forget some aspects. Conclusion The MO seemed happy with my diagnosis and care plan, though he did highlight the importance of practicing the physical examination skills in order to become a more competent practitioner. Overall I feel gaining knowledge and skills in translating a patients’ history and physical examination results, has enabled me to become more confident in making a diagnosis and has improved my decision making skills. Action Plan In order to become a more capable and effective practitioner I must continue to perform physical examinations under the guidance of a more senior practitioner, and utilise their expertise during the decision making process. Additionally, I will continue to develop my consultation and history taking skills by using Byrne and Long’s (1976) consultation model to assist my practice and aid future development. References BYRNE, P, S., LONG, B, E, L. (1976) Doctors talking to patients. London: HMSO EGAN, G. (1998) The Skilled Helper: A problem-management approach to helping. 6th edn. Pacific Grove, London: Brooks/Cole. GIBBS, G. (1988) Learning by doing: a guide to teaching and learning methods. Oxford: further education unit, oxford polytechnic SEIDAL, H, M., BALL, J, W., DAINS, J, E., BENEDICT, G, W. (2006) Mosby’s Guide to Physical Examination. 6th edn. Philadelphia: Elsevier. SCHON, D. (1984) The Reflective Practitioner: how professionals think in action. New York: Basic Books.