#McWatters

[mywinepal]

Sparkling and Fortified Wines for the Holidays

Sparkling and Fortified Wines for the Holidays #bcwine #bcvqa #cava #prosecco #port #tawnyport #organic #okanagan #somm @pascualtoso @cvne @masiwines @evolvecellars @mcwatterswine @winebcdotcom @BurrowingOwlBC

The holiday season will soon be upon us.  When I turned on a local FM radio station today they were already playing Christmas songs.  It’s time to start stocking up on wines to celebrate with friends and family.  Sparkling wines are often associated with the holidays.  For some people, a nice fortified wine, like a port wine is also appreciated over the holidays.  It is very enjoyable to sip…

[doubtfultaste]

Lemon Grove Kids Meet the Monsters (1968)

[3garcons]

Tom McWatters and Scott Adams we believe in a thing called lawn

Opening up the Upper Madison Monday Series inside Jolly Corks Lounge

Jul 2022

[allthecanadianpolitics]

Pride week wrapped up in the Okanagan Sunday with record numbers at each of the events. “One of the [Kelowna Pride Society] board members said they thought there was about 15,000 people out yesterday for the march and the festival,” said  Wilbur Turner, president of Advocacy Canada. However, the overwhelming amount of support came with protestors at almost every event. “People say that we’ve won all our rights (and ask) why do we have pride,” said Turner. “They feel they have a right to stand against human rights,” said Darrien ‘Dee’ McWatters, vice president of Advocacy Canada. While the pride numbers outweighed the protesters, the ongoing protest is making some people fearful of attending events.

Continue Reading.

Tagging: @newsfromstolenland

[thereadingchallengechallenge]

🦘 Booklr Reads Australian - Authors on My Shelves 🐨

so, I’ve been trying to think of a way to recommend a lot of Australian authors really quickly for Booklr Reads Australian. what I came up with was just to give y’all a giant list of all the authors I have at home! 

most of them are YA and/or fantasy authors, and I’ve marked my favourites with an asterisk (*) but if you have any questions, feel free to shoot me an ask 😊

1. Sarah Ayoub 2. Eugen Bacon 3. Shirley Barber * 4. AJ Betts 5. Danielle Binks * 6. Cally Black 7. Steph Bowe * 8. Alice Boyle 9. JC Burke 10. Meg Caddy * 11. Frances Chapman 12. Wai Chim * 13. Claire Christian 14. Lyndall Clipstone 15. Claire G Coleman 16. Katherine Collette 17. Harry Cook 18. Cath Crowley 19. Robyn Dennison 20. Cale Dietrich 21. Lauren Draper 22. CG Drews * 23. Michael Earp 24. Kate Emery 25. Sarah Epstein 26. Alison Evans * 27. Fleur Ferris 28. Carly Findlay 29. Helena Fox 30. Lisa Fuller 31. Emily Gale 32. Meg Gatland-Veness 33. Sophie Gonzales 34. Erin Gough * 35. Leanne Hall * 36. Pip Harry 37. Sonya Hartnett 38. Adam Hills 39. Simmone Howell 40. Megan Jacobson 41. Amie Kaufman 42. Melissa Keil 43. Nina Kenwood 44. Sharon Kernot 45. Kay Kerr * 46. Will Kostakis 47. Jay Kristoff 48. Ambelin Kwaymullina 49. Benjamin Law 50. Rebecca Lim 51. Gary Lonesborough * 52. Kathleen Loughnan 53. Miranda Luby 54. Tobias Madden 55. Melina Marchetta 56. Ellie Marney * 57. Freya Marske 58. Jodi McAlister * 59. Margot McGovern * 60. Nikki McWatters 61. Anna Morgan 62. Jaclyn Moriarty 63. Liane Moriarty 64. Garth Nix 65. Lynette Noni 66. Carly Nugent 67. Poppy Nwosu 68. Kate O’Donnell 69. Shivaun Plozza 70. Michael Pryor 71. Alice Pung 72. Emily Rodda * 73. Autumn Royal 74. Omar Sakr 75. Holden Sheppard 76. AG Slatter 77. Jo Spurrier 78. Krystal Sutherland * 79. Jared Thomas 80. Hayli Thompson 81. Gabrielle Tozer 82. Christos Tsiolkas 83. Alicia Tuckerman 84. Ellen van Neerven 85. Marlee Jane Ward 86. Vikki Wakefield 87. Lisa Walker 88. Jessica Watson * 89. Allayne L Webster 90. Anna Whateley * 91. Samantha Wheeler 92. Jen Wilde * 93. Rhiannon Wilde 94. Lili WIlkinson 95. Gabrielle Williams 96. Rhiannon Williams 97. Fiona Wood 98. Leanne Yong 99. Suzy Zail 100. Nevo Zisin 101. Markus Zusak

[mariamonstrike]

“

The murder of women in Woonsocket, Rhode Island and Stuart, Florida, took place, at least in time, close to one another. In both cases, women who were sex workers were murdered. In Woonsocket, the women were dismembered. I knew a person who was murdered in Rhode Island, Christine Dumont, having met her while visiting a drug rehabilitation housing unit for women. That Christine’s body ended in the massive Central Landfill in Johnston, Rhode Island and cannot be found is traumatic to the extreme. In Florida, the bodies of two of the victims were dumped only a few hundred yards from where my wife and I once owned a condo. I don’t know if it was a coincidence, but the proximity in time of these murders and the fact that I knew one of the murdered women was shocking in the extreme!

Only traces of fluids from the murdered women could be found from any of the Woonsocket women linked to killer Jeffrey Mailhot.

When Rex Heuermann was recently arrested and charged with the alleged murder of three sex workers on Long Island, the sameness of the themes of misogyny and an insane desire to enforce some sort of perverse moral code on innocent people were inescapable. The psychopathology of these murderers may have been different, but these men knew what they were doing during the planning, execution, and follow-up of these murders. The murderers went about their lives following their heinous acts.

In both Woonsocket and  Long Island, police were slow to respond to the killings and exhibited a less than professional regard for the women killed. As years passed, the police investigation became more professional.

In “An Ordinary Guy,” (Rhode Island Monthly, April 17, 2007), sex workers are referred to as “hookers” as reported in killer Jeffrey Mailhot’s interrogation at Woonsocket police headquarters.  Perhaps it was the times and the absence of political correctness that informed that language?

“The questioning continued for another half hour. Then Lee opened a file folder and spread the pictures he’d gathered earlier across the table. There was Audrey Harris, missing sixteen months; Christine Dumont, gone almost two months; and Stacie Goulet, whose disappearance had been reported twelve days earlier. “Criminologists have sketched a demographic profile, and he fits it to a T. The typical serial killer is a white male who first takes up homicide around age thirty. The majority target strangers or near-strangers exclusively. Though a few travel about, leaving bodies here and there, most operate within a specific locale. “Beyond that, Mailhot displayed a predator’s psyche. He killed not for money or vengeance, but for the thrill of it. He snuffed out lives with his hands (never a knife or gun) to savor every moment of his victims’ suffering and fear. He preyed on a specific group — prostitutes — whom he’d come to regard as less than human. And he concealed his horrifying depravity with an unremarkable, everyday routine: He could dismember a body, toss the parts in a Dumpster, and stop for a Bud on his way home.”

Eugene McWatters killed three women in ways similar to Mailhot. He strangled three sex workers, not dismembering them as the Woonsocket killer did, and left their bodies in a drainage canal and near a homeless encampment in Stuart, Florida. The homeless encampment was within a few hundred yards of a condo I owned. McWatters was dubbed “The Salerno Strangler,” after an area of Stuart. Sentenced to death for those murders, a technicality in Florida law saw him sentenced to life in prison without parole “Salerno Stranger most recent serial killer on Treasure Coast,” (TCPalm, November 28, 2010).

Rex Heuermann (“The Polygon and the Avalanche: How the Gilgo Beach Suspect Was Found,” New York Times, July 20, 2023), the alleged Long Island serial killer, had a much different lifestyle than the Woonsocket and the Stuart serial killers. He was an architect with a wife and children and lived a middle-class life, although his Massapequa Park home was in substantial disrepair, an anomaly for that Long Island village.

While there have been many psychological profiles of Heuermann, it is a near-universal professional code within psychiatry and psychology to never evaluate a person who has not been evaluated in person. Within the media blitz about Heuermann, an interview of substantial length was conducted a few years ago in which Heuermann dispassionately discusses his work as an architect. In my opinion, the interview was poorly done and is not easily accessed on the Internet since shortly after Heuermann’s arrest.

How many additional murders are connected to Heuermann are impossible to determine at this time. One additional murder has a similarity to his alleged murders, and forensic evaluation of bodies found in the Gilgo Beach site may give up more information.

The misogyny and sense of enforcing some moral order, along with murderous behavior, are the apparent earmarks of these murders.”

[thebestbookrecommendations]

10 More Books to Get You in the Mood for the Spooky Season

Ascension - Nicholas Binge

“Nobody spoke. Words felt insufficient, out of place. In the face of its magnitude, simple and metaphor felt ridiculous.”

Plot: The lost letters of a long-lost brother who went insane after being on an expedition to climb a mountain that appeared in the middle of the Pacific Ocean.

-

Intensity - Dean Koontz

“She wasn’t clay in the hands of others; she was rock, and with her own determined hands, she could sculpt the person that she wanted to be.”

Plot: A woman with a difficult past goes toe-to-toe with a serial killer in a fast paced novel that takes place within 24 hours.

-

The Maidens - Alex Michaelides

“There was a word for this moment in Greek tragedy: anagnorisis—recognition—the moment the hero finally sees the truth and understands his fate—and how it’s always been there, the whole time, in front of him. Mariana used to wonder what that moment felt like. Now she knew.”

Plot: A woman becomes obsessed with a college professor’s guilt after a friend of her niece is murdered on campus.

-

At the Mountains of Madness - H. P. Lovecraft

“It is absolutely necessary, for the peace and safety of mankind, that some of earth’s dark, dead corners and unplumbed depths be let alone; lest sleeping abnormalities wake to resurgent life, and blasphemously surviving nightmares squirm and splash out of their black lairs to newer and wider conquests.”

Plot: A team uncovers the ruins of a lost civilization while on an expedition in Antarctica.

-

The Hacienda - Isabel Cañas

“But if God is the Father, Son, and Holy Spirit, if He is three in one in the Trinity, then God knows nothing of loneliness...God knows nothing of loneliness, because God has never tasted companionship as mortals do: clinging to one another in darkness so complete and sharp it scrapes flesh from bone, trusting one another even as the Devil's breath blooms hot on their napes.”

Plot: A woman finds more than she bargains for when she marries a rich man and goes to live on his massive and unsettling estate.

-

Heart Shaped Box - Joe Hill

“He understood that the ghost existed first and foremost within his own head. That maybe ghosts always haunted minds, not places. If he wanted to take a shot at it, he’d have to turn the barrel against his own temple.”

Plot: An aging rockstar buys a buys a dead man’s suit online and gets more than he bargained for.

-

How to Sell a Haunted House - Grady Hendrix

“But she didn’t have a choice. She would have to handle whatever happened. There was no such thing as too much. There was just more and more, and her limits didn’t matter. Life didn’t care. She could only hang on.”

Plot: A woman and her estranged brother want to sell their newly dead parent’s home. The only issue? It’s haunted.

-

The Midnight Club - Christopher Pike

“That’s the beauty of meeting in the middle of the story. We already know each other.”

Plot: A group of young adults with terminal illnesses living in a hospice hmeet at midnight to share scary stories.

-

Rebecca - Daphne du Maurier

“The road to Manderley lay ahead. There was no moon. The sky above our heads was inky black. But the sky on the horizon was not dark at all. It was shot with crimson, like a splash of blood. And the ashes blew towards us with the salt wind from the sea.”

Plot: A young woman marries a rich widower and finds herself fighting the memory of his dead wife.

-

Hexenhaus - Nikki McWatters

“I was no queen or astrologer or writer, nay, nor anything so grand. I would be remembered forever as a witch.”

Plot: The stories of three different women accused of witchcraft.

[phantomtutor]

SOLUTION AT Academic Writers Bay Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. Logistics Management Learning Outcome: 1. Ability to explain and distinguish between the concepts of logistic system operations using logistic systems, time based management and lean thinking. 2. Analyze and identify challenges and issues pertaining to logistical processes. Critical Thinking The global marketplace has witnessed an increased pressure from customers and competitors in manufacturing as well as service sector (Basu, 2001; George, 2002). Due to the rapidly changing global marketplace only those companies will be able to survive that will deliver products of good quality at cheaper rate and to achieve their goal companies try to improve performance by focusing on cost cutting, increasing productivity levels, quality and guaranteeing deliveries in order to satisfy customers (Raouf, 1994). Increased global competition leads the industry to increasing efficiency by means of economies of scale and internal specialization to meet market conditions in terms of flexibility, delivery performance and quality (Yamashina, 1995). The changes in the present competitive business environment characterized by profound competition on the supply side and keen indecisive in customer requirements on the demand side. These changes have left their distinctive marks on the different aspect of the manufacturing organizations (Gomes et al., 2006). With this increasing global economy, cost effective manufacturing has become a requirement to remain competitive. To meet all the challenges organizations try to introduce different manufacturing and supply techniques. Management of organizations devotes its efforts to reduce the manufacturing costs and to improve the quality of product. To achieve this goal, different manufacturing and supply techniques employed. The last quarter of the 20th century witnessed the adoption of excellent, lean and integrated manufacturing strategies that have drastically changed the way manufacturing firm’s leads to improvement of manufacturing performance (Fullerton and McWatters, 2002). Consult chapter 7 of your textbook or secondary available data through internet and answer the following questions. Question: 1. Why Companies adopted Lean Thinking and JIT model? (1.5 Mark) 2. Discuss major types of Waste, companies has to keep in mind during production. (1.5 Mark) 3. Due to pandemic COVID 19 emergency, do you think agile supply chain is the right concept in this kind of situation? Give reason with example. (1.5 Mark) 4. Reference (0.5 Mark) The Answer must follow the outline points below: • Each answer should be 300 to 500 range of word counts. • Lean Thinking and JIT Concept • Agile Supply chain • Their Main functions • Reasons with suitable Examples • Reference use APA style of referencing CHAPTER 7 Just-in-time and the agile supply chain Objectives The intended objectives of this chapter are to: ● explain how just-in-time can be used to avoid the build-up of waste within and between supply chain processes; ● introduce the concept of the agile supply chain as a broad-based approach to developing responsiveness advantages; ● explore the

challenges of coping with volatile demand situations; ● explain how capabilities can be developed and specifically targeted at thriving in conditions of market turbulence. By the end of this chapter you should be able to: ● understand how lean thinking can be used to improve performance of the supply chain in meeting end-customer demand by cutting out waste; ● recognise enemies of flow in the supply chain; ● understand the distinctions between lean and agile strategies, and how the two can work together; ● identify the type of market conditions under which agile strategies are appropriate, and how they can be operationalised. In Chapter 9 we consider another key aspect of the agile supply chain – the virtual organisation. Introduction In Chapter 5, we reviewed the importance of time in supply chain thinking. Time is one of the ‘hard objectives’ (section 1.3.1), and some supply chains compete on time by delivering products to the end-customer faster than competition. Here, the focus is on reducing the time taken for each process. But time can also be used to alter the trade-offs between competitive priorities – for example, costs do not have to rise proportionately as lead times are reduced (section 5.1.1). This can be achieved by squeezing non-value-adding activities (delays, transport, storage and inspection) from the supply chain by time-based process mapping (section 5.3). Such activities are referred to generically as waste, the Japanese word for which is 222 Chapter 7 • Just-in-time and the agile supply chain muda (the concept of waste was introduced in Chapter 5 and is explored further in section 7.1.2). Such thinking has been developed into a philosophy and accompanying tools and techniques under the banner of ‘just-in-time’ (JIT). The aim of JIT (Harrison, 1992) is: To meet demand instantaneously with perfect quality and no waste. All three targets (demand – quality – waste) are ideals which can never be fully achieved. But we can get closer to them over time through continuous improvement. The elimination of waste has been promoted under the banner of ‘lean thinking’ (Womack and Jones, 2003), who advise: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is an absolute rather than a relative standard which can provide the essential North Star for any organization. JIT and lean thinking share the same roots, and originate from competitive strategies developed by the Japanese. Toyota Motor Company is held up as the role model and, although the Toyota brand has been severely damaged in recent years by widespread quality problems (section 1.3.1), this focal firm’s operational excellence has had a major influence on logistics thinking today. A common view is that lean thinking works best where demand is relatively stable – and hence predictable – and where variety is low. But in situations where demand is volatile and customer requirement for variety is high, the elimination of waste in itself becomes a lower priority than the need to respond rapidly to a turbulent marketplace. So the second part of this chapter reviews developments under the banner of the ‘agile supply chain’. In Chapter 6, we reviewed quick response and other time-based approaches to developing the capabilities needed to support the speed advantage. While such logistics capabilities are important enablers to lean and responsive supply chains, the ‘agile supply chain’ takes the argument a significant step further. Marketplaces of the 21st century are often characterised by proliferation of products and services, shorter product lifecycles and increased rates of product innovation. Simply responding quickly and at the right time are not enough to meet the needs of such marketplaces. The mission of modern logistics is to ensure that it is the right product – to meet exact end customer needs – that gets delivered in the right place at the right time. Such a mission means that the end-customer comes first.

This chapter proposes the agile supply chain as an approach that elevates speed capabilities in a given supply chain to much higher levels than would be possible using the tools and techniques discussed so far. Key issues This chapter addresses two key issues: 1 Just-in-time and lean thinking: the impact of just-in-time on supply chain thinking. Cutting out waste in business processes. Simple, paperless systems v central control. Use and misuse in planning and control. 2 The agile supply chain: the dimensions of the agile supply chain, and the environments that favour agility. Agile practices: addressing the challenges of market turbulence, rapid response logistics and managing low volume products. Just-in-time and lean thinking 223 7.1 Just-in-time and lean thinking Key issue: What are the implications of just-in-time and lean thinking for logistics? How can just-in-time principles be applied to other forms of material control such as material requirements planning? Just-in-time is actually a broad philosophy of management that seeks to eliminate waste and improve quality in all business processes. JIT is put into practice by means of a set of tools and techniques that provide the cutting edge in the ‘war on waste’. In this chapter, we focus on the application of JIT to logistics. This partial view of JIT has been called little JIT (Chase et al., 2005): there is far more to this wide-ranging approach to management than we present here (see, for example, Harrison, 1992). Nevertheless, little JIT has enormous implications for logistics, and has spawned several logistics versions of JIT concepts. The partial view of JIT is an approach to material control based on the view that a process should operate only when a customer signals a need for more parts from that process. When a process is operated in the JIT way, goods are produced and delivered just-in-time to be sold. This principle cascades upstream through the supply network, with subassemblies produced and delivered just-in-time to be assembled, parts fabricated and delivered just-in-time to be built into subassemblies, and materials bought and delivered just-in-time to be made into fabricated parts. Throughout the supply network, the trigger to start work is governed by demand from the customer – the next process (Schonberger, 1991). A supply network can be conceived of as a chain of customers, with each link coordinated with its neighbours by JIT signals. The whole network is triggered by demand from the end-customer. Only the end-customer is free to place demand whenever he or she wants; after that the system takes over. The above description of the flow of goods in a supply chain is characteristic of a pull system. Parts are pulled through the chain in response to demand from the end-customer. This contrasts with a push system, in which products are made whenever resources (people, material and machines) become available in response to a central plan or schedule. The two systems of controlling materials can be distinguished as follows: ● Pull scheduling: a system of controlling materials whereby the user signals to the maker or provider that more material is needed. Material is sent only in response to such a signal. ● Push scheduling: a system of controlling materials whereby makers and providers make or send material in response to a pre-set schedule, regardless of whether the next process needs them at the time. The push approach is a common way for processes to be managed, and often seems a sensible option. If some of the people in a factory or an office are idle, it seems a good idea to give them work to do. The assumption is that those products can be sold at some point in the future. A similar assumption is that building up a stock of finished goods will quickly help to satisfy the customer. This argument seems particularly attractive where manufacturing lead times are long, if quality is a problem or if machines often break down. It is better and safer to 224 Chapter

7 • Just-in-time and the agile supply chain make product, just in case there’s a problem in the future. Unfortunately, this argument has severe limitations. Push scheduling and its associated inventories do not always help companies to be more responsive. All too often, the very products the organisation wants to sell are unavailable, while there is too much stock of products that are not selling. And building up stock certainly does not help to make more productive use of spare capacity. Instead it can easily lead to excess costs, and hide opportunities to improve processes. 7.1.1 The just-in-time system Companies achieve the ability to produce and deliver just-in-time to satisfy actual demand because they develop a production system that is capable of working in this way. Such a system can be envisaged as a number of ‘factors’ that interact with each other, as shown in Figure 7.1. This shows JIT capability as founded on layers of factors that interact together to form a system that is designed for flow. Excellence in each of the six factors determines the effectiveness with which JIT capability can be achieved: that is, how easy it is to get to the top of the pyramid. Level 1 Just-in-time 1 Level 2 Minimum delay 2 4 3 Level 3 Minimum inventory Minimum defects Minimum down time 6 5 Simplicity and visibility Figure 7.1 The pyramid of key factors that underpin JIT Factor 1 The top of the pyramid is full capability for just-in-time supply. This is the level at which a focal firm can produce and deliver according to the demand that is placed on it. The relationships operating within and between levels 2 and 3 form the system that ultimately underpins the achievement of JIT. They are complex, and in some cases there is a long time delay between taking actions and seeing the effects. Factor 2 The two factors delay and inventory interact with each other in a system of positive amplification; that is, they go up together and they go down together. This Just-in-time and lean thinking 225 interrelationship results in either a virtuous cycle, where things keep getting better, or a vicious cycle, where they keep getting worse. For example, extra delay in a process will result in extra inventory being held to compensate for the delay. Adding more inventory causes further delays as products take longer to flow through the process, which leads to the need for more inventory. Conversely if delays are reduced then less inventory is needed, which results in fewer delays, meaning that inventory can be further reduced. Making sure this relationship operates as a virtuous cycle of reducing delay and inventory instead of a vicious one where they increase depends on the underpinning factors in level 3. Factor 3 Defects lead to delays, either through requiring rework or necessitating increased production to compensate for scrap. The likelihood of defects leads to safety stocks being held as a buffer against potential problems. This thinking amplifies quality problems by increasing the time between a defect occurring and its discovery. Not only is the cause harder to identify, but more production will be affected. The attitude that holding inventory can mitigate the effect of quality problems is fundamentally flawed. It stands in opposition to the only successful approach to defect minimisation, where problems are quickly identified, their causes are traced, and permanent solutions are devised and applied. Factor 4 Machine downtime relates to a number of issues: ● unplanned downtime – that is, breakdowns; ● planned maintenance; ● changeover times. Downtime, and particularly the risk of unplanned downtime, is a key cause of the need for safety stocks in a process. Other JIT tools and techniques can help to minimise the problems here. For example, total productive maintenance (TPM; Nakajima, 1989) seeks to answer the question ‘What can everyone do to help prevent breakdowns?’ Regular planned preventive maintenance, closer cooperation between production

and maintenance personnel, and equipment sourcing for ease of maintenance are some of the actions that can be taken in response. In other words, increasing planned maintenance costs often results in reduced overall costs of machine downtime. Minimising changeover time is a JIT tool that can be used not only to reduce lost production time but also improve production flexibility. Inflexible facilities delay the rapid production of customer orders. Factor 5 Where the flow through a process is easily seen, people in the process will have a better understanding of their colleagues’ work and how they themselves affect others. A simple process results from having first focused operations around a family of compatible products. Layout is then organised to bring together all the 226 Chapter 7 • Just-in-time and the agile supply chain people and equipment needed to undertake the process. These are arranged so that there is a logical flow between the process steps. Arranging the process so that the stations for undertaking the steps are close together not only helps to reduce inventory but also will itself be made easier when inventory is low. A simple process will be more visible, allowing it to be better maintained. Not only should there be fewer things to go wrong, they will be more obvious when they do, and will be easier to fix. This attribute helps to minimise both machine downtime and product defects. Maintenance of the process is underpinned by housekeeping and cleanliness. This starts with designing processes and facilities to create order. There is a place for everything, and everything has its place. Orderliness depends on a thinking workforce that has accepted ownership and responsibility for organising the work place. Attention to detail in terms of ‘respect for human’ issues is an essential part of JIT philosophy (Harrison and Storey, 2000). Factor 6 The levels of work in progress and other types of inventory have a significant impact upon the visibility of a process. It becomes increasingly difficult to see the flow of a process as inventory increases. This may be literally true on a shop floor or in a warehouse, where piles and stacks of goods can isolate workers. The same is true in offices when the process flow becomes lost in assorted piles of work on people’s desks. In order to highlight the limitations of push production we next consider the case of how a focal firm took a rather traditional approach to responding to new demands being placed on the production process. CASE STUDY 7.1 Smog Co. The Smog Co. production system This is the case of Smog Co., a small supplier of well-engineered components. Smog produces a range of products grouped into families. Production of one of the highervolume product families has been organised into a flow process made up of four steps, which follow one after the other in sequence. Changeover from one product to another is relatively simple, but takes around ten minutes per machine. To minimise delays caused by changeovers, products tend to be made in batches. These batches move from one step to the next, where they queue on a first in, first out basis to be worked on, after which they move to the next step. This process is shown in Figure 7.2. Step 1 Step 2 Figure 7.2 The Smog production process Step 3 Step 4 Just-in-time and lean thinking 227 Key measures of the performance of this process are the utilisation of people and of machines. The objective is to keep utilisation of both as high as possible. In this situation, if people or machines are idle – and material is available – they are used to make something. Naturally it wouldn’t make sense to make anything. Instead the production manager has a feel for what is needed, and uses a forecast from the sales depart… CLICK HERE TO GET A PROFESSIONAL WRITER TO WORK ON THIS PAPER AND OTHER SIMILAR PAPERS CLICK THE BUTTON TO MAKE YOUR ORDER

[badgaymovies]

Exhibition (2013)

Exhibition by #JoannaHogg, "there really isn't a single shot in the whole thing that isn't gorgeous"

JOANNA HOGG Bil’s rating (out of 5): BBB.5 United Kingdom, 2013. Wild Horses Film Company, British Film Institute, BBC Films, Rooks Nest Entertainment. Screenplay by Joanna Hogg. Cinematography by Ed Rutherford. Produced by Gayle Griffiths. Production Design by Stephane Collonge. Costume Design by Amanda Mattes. Film Editing by Helle le Fevre. Joanna Hogg’s films all bear qualities that unite…

[fruitless-vain]

Shitty nutrition anon is on their shit again today

This time it’s going off about how foods xyz are created by nutritionists but “tops isn’t”

Literally plastered right on TOPs’ FAQ “TOP’s Parrot Food™ was established in 2003. Our USDA Organic pellets were developed by top avian nutritionists including Dr. Alicia McWatters,”

Went off praising Zupreem (the beneful of the bird world) and bashing Tops (the freeze dried raw of the bird world)

You’re allowed to not like certain brands for whatever personal reason but like try harder man

Just admit you’re biased and move on with your life

[mywinepal]

Sparkling Wine Suggestions for New Year's Eve

Sparkling Wine Suggestions for New Year's Eve #NYE2023 #bcwine #bcvqa #cava #prosecco @BlueMtnWinery @TIMEWines @HesterCreek @ChurchStateWine @seguraviudas @mionetto_

New Year’s Eve is just around the corner.  Have you purchased your sparkling wines to celebrate?  Here are some sparkling wines I enjoyed this year that you may want to consider buying.  Some BC sparklers are only available at the winery, but the foreign bottles should all be available at BC Liquor stores.  Cheers! My Sparkling Wine Suggestions BC Wine Blue Mountain Vineyards and Cellars Gold…

[cushydiet-blog]

Trump officially names McWatters National Credit Union ... - https://goo.gl/7Z7kJ3 - #BreakingNews, #Credit, #McWatters, #Mortgage, #Names, #National, #Officially, #Trump, #Union

[booktineus]

5 Things About Hexenhaus by Nikki McWatters

Three different stories, three different times

Strong, determined, loyal women

Not all endings were happy

All the endings felt abrupt

Veronica’s story was my favourite

Read my full review of this #loveozya novel on Readers in Wonderland

[thereadingchallengechallenge]

Witchy Standalones

My absolute favourite thing to read about is witches and YA does them so well. But if you don’t have time for an extensive series about mysterious, magical ladies, here are some standalone novels full of wonderful witches to keep you entertained! 

Summer of Salt by Katrina Leno

The Price Guide to the Occult by Leslye Walton

The Lost Coast by Amy Rose Capetta

When My Heart Was Wicked by Tricia Stirling

The Wicked Deep by Shea Ernshaw

Hexenhaus by Nikki McWatters   #LoveOzYA

More of my recommendations

[marcmytravels]

When you haven’t travelled in 4 1/2 months a day trip to Naramata as an early Bday present is just the BEST! We did a round trip from the Shuswap to Naramata with pit stops at many wineries along the way. Here's my itinerary and photos to match. Stop #1 at Bliss Bakery & Bistro in Peachland for a coffee fill up Stop #2 Okanagan Crush Pad to buy wine #roseallday and say hello to Row 38 aka Leeann Andrew & Nate Stop #3 Blossom Fruit Stand to buy fresh BC fruit like Apricots & Cherries Stop #4 Lunch with Christa-Lee McWatters at TIME Winery & Kitchen and of course, I bought wine. Stop #5 Wine & Cheese shopping at Upper Bench Estate Winery - we loaded up here Stop #6 Singletree Winery to buy wine, unfortunately, they sold of Rose so had to pick a cpl other options. Stop #7 we drove into the town of Naramata and have a lovely rest along the water. Stop #8 dinner at Naramata Inn and a lovely quick visit with Ned Bell. Man did I miss his cooking. @okcrushpad @naramatainn @upperbench @timewinery @singletreewine @naramatawines @hellobc @travelmediaca #tmactravel #explorebc #explorebcnow #okanagan @visitpenticton https://www.instagram.com/p/CC_wkIVhXWZ/?igshid=duhxkagu934u

[rozdb]

Great Kitchen Party in Kelowna is November 15. Harry McWatters will be missed. https://rozsmallfry.com/2019/11/12/great-kitchen-party-competition-in-kelowna-taste-the-talent/ https://www.instagram.com/p/B4yECeIh1S1/?igshid=1kj86lwgrwen3