Strategic Analysis of SingTel Telecom

Strategic Analysis of SingTel Telecom Introduction Singapore Telecom (Singapore Telecommunications Limited, referred to as SingTel, AFP) was established in 1879, is a wholly-owned by Singapore government-owned company, it is Singapores largest telecommunications companies. Singapore Telecom to increase strongly in markets outside of Singapore, and a partial stake in the operator, including the Australian carriers Optuss 100% stake in 2000, the British Cable and Wireless Optus, and other shareholders of the shares. Singapore Telecom a majority stake is controlled by Temasek Holdings, the Chairman is Lee Hsien Yang (the second son of former Prime Minister Lee Kuan Yew and current Prime Minister Lee Hsien Loong, his younger brother). Products and Services SingTel is Asias leading telecommunications company, with across wireless and Internet platforms for voice, data services, service-oriented business, as well as home two areas. Singapore Telecom has long been committed to providing customers with the Asia-Pacific regions most high-quality service. Now the focus is on the Internet service providers, mobile phones and fixed telephone communications services above. Company History Over the past decade, Singapore Telecom has successfully completed their high efficiency to the worlds leading operator changes. The company offers a wide range, the price is quite competitive telecommunications services, and global 5000 companies from different countries to provide telecommunications services. Singapore Telecom has already built a large scale in Singapores domestic telecommunications network, and the annual investment of 1 billion new coins update the network. In order to enhance competitiveness at home and abroad, the company offers intelligent fixed telecommunications services. At present, the company has been in the world, 15 countries, 23 cities and regions set up operational organs, including China, the United States, Britain, Japan, Korea, Malaysia, Indonesia, Vietnam and Hong Kong and Taiwan. It has a glorious history of 120 years. SingTel aims to be a new era of pan-Pacific region bears the brunt of the true sense of the telecom operators. To this end, Singa pore Telecom will continue to expand with other Asian countries in telecom peers, and the scope of cooperation. SingTels Group CEO is Chua Sock Koong and CEO is Allen Lew. Business strategy Singapore Telecommunications Ltd. owns 7800 million as the users SingTel is Asia Pacific region, excluding China, the largest mobile Internet operators. 1992 companies from the former government monopoly privatized, SingTel in 2003, when the postal service from its opening, the focus is now on the Internet service providers, mobile phones and fixed telephone communications services above. Hopes through a comprehensive and sophisticated international leading-edge technology, and gradually get rid of the public color, sharply turned into a full private sector. Goal is to build a world-class institutions, not only to win the international community for its recognition of science and technology and technical expertise, and quality service and products provided by domestic users have also been positive. Logo New corporate logo by a simple, symbolic of the ellipse, with the two squares. Designed to highlight the companys innovative technology, international affairs and services-oriented. Elliptical lines out of Singapore Telecoms global vision, the two squares on behalf of the emerging digital technologies, while the red and black of a stable and reliable dissemination of messages. The new visual corporate identity and enhance Singapores telecommunications as a global industry leaders pivotal position. From the above mentioned, we understand that SingTel Group is a leading company in the telecommunication industry in the region, due to successful business strategies. Thus, it is important that all organizations understand their strengths and weaknesses before implementing strategies. They should first analyze their goals and operations to see if the current practices are working towards the mission and vision. A companys vision and mission is crucial to an organization, as it paves the way for where the company is headed and what it assumes to provide for its stakeholders. At the beginning of strategic management process, the organization needs to develop its vision statement and mission statement. A vision statement is what the organization wants to become and describe how the future will look if the organization achieves its mission. A mission statement explains what the organization does, for whom and what the benefit is. The vision, mission statements and core values of SingTel are shown in table 1 as follow: Prior to the development of strategy and marketing plans, they should evaluate both the external and internal factors. Hence, the corporate world usually utilizes various strategic tools like the SWOT Analysis that may influence the implementation of plans. Below is the SWOT Analysis of SingTel: SingTel SWOT Analysis SWOT analysis is the overall evaluation of a companys Strengths, Weaknesses, Opportunities, and Threats. The external analysis looks at opportunities and threats created by the environment while the internal analysis looks at the strengths and weaknesses of the company. In strategic planning, the company matches its capabilities with available opportunities and takes action to minimize threats. (Kotler, Bowen and Makens, 2006) SingTel Group is the leading integrated communications service providers in the Asia Pacific region and their core business operations are located in Singapore and Australia. The company has business in a number of sectors of the telecommunications market in the Asia Pacific region (http://home.singtel.com/investor_relations/default.asp , 2009). Internal Environmental Analysis (Strengths Weakness) Strengths are resources and capabilities that allow the firm to complete important tasks. Resources can be the tangible and intangible assets held by the firm, and capabilities result when the firm integrates several different resources to complete a task or a series of related tasks. (Hoskisson/ Hitt/ Ireland, 2009) Weaknesses are those actions a company is not doing well or resources a company are lacking. Most importantly each business needs to evaluate its strengths and weaknesses periodically. Strengths and Weaknesses of SingTel are as follow: Strong cash flow Singapores Top Ten Brands 2009 ranked number 6 Exclusive contract with Apple 2008 Right to broadcast the next three seasons of the English Premier League (EPL) Lack of feasibility of a universal set-top box Lack of contents for local pay TV market Strengths Most of SingTels strategic, operational and financial dynamics are currently improving. This is an indication that the companys current business strategies are proving to be successful. SingTel has a diverse spread of geographical operations. The companys main business activities are focused in Singapore and Australia and partners located in India, Belgium, Hong Kong, Thailand, the Philippines, Taiwan and Indonesia. The spread of geographical operations will benefit the company, as it will become less depend on the local market to generate revenues. Most of their businesses are experiencing double-digit revenue growth over the past year (http://home.singtel.com/investor_relations/default.asp , 2009). SingTel captured the exclusive contract with Apple last year, and has since brought in more than 100,000 iPhones, thus increasing the companys revenue, the average spending per customer for mobile data (http://home.singtel.com/investor_relations/default.asp , 2009). Taking sixth position for the Superbrands Survey, which identified over 500 of Singapores consumers favorite brands across 93 categories of consumer products and services demonstrated the consumers choice and trust in SingTels products and services (www.marketing-interactive.com/news/11875). SingTel outbid StarHub to score the coveted rights to broadcast the next three seasons of the English Premier League (EPL) from 2010 to 2012. With the rights to broadcast the EPL, there will be a great potential that sports incline customers from StarHub will switch to SingTel (The Straits Time dated 11 November 2009). Weaknesses As a leading telecommunication company in Asia, the customer service in SingTel has rooms for improvement. Under the current extreme competitive environment, all the companies not only need to provide unique products but also good customer service. Thus, employee training program could be provided in order to handle customers problems effectively. With acquire of the Pay TV license in the domestic market in Singapore, Singapore needs to look at the feasibility of a universal set-top box that will best benefits consumers and align with the government strategic direction. SingTels cable television subscribers complaining about the hassle of having two set-top boxes may be a challenge that SingTel need to overcome (The Business Times dated 4 November 2009). External Environmental Analysis (Opportunities Threats) Opportunities are conditions in the firms external environment that may help the firm reach its vision (Hoskisson and Hitt, 2009). A marketing opportunity is an area of need in which a company can perform profitably. Opportunities can be listed and classified according to their attractiveness and the success profitability. (Kotler, Bowen and Makens, 2006) Threats are conditions in the firms external environment that may prevent the firm from reaching its vision (Hoskisson and Hitt, 2009). An environmental threat is a challenge posed by unfavourable trend or developments that would lead, in the absence of defensive marketing action, to sales or profit deterioration. Threats can be classified according to their seriousness and probability of occurrence. (Kotler, Bowen and Makens, 2006) Opportunities and Treats of SingTel are as follow: Global opportunities in mobile communication Rights to broadcast the World Cup 2010 Potential merger of StarHub and MobileOne (M1) Australian market strong competition Opportunities Africa and Vietnam are markets in the emerging mobile space, which is definitely worth our interest, and SingTel is actively taking the lead to explore the untapped emerging telecom market. (Harry Suhartono, Nov 11,2009) Singapore and Australia accounted for 54 percent of the groups EBITDA , earnings before interest, taxes, depreciation and amortization and more opportunities for further growth. With SingTel outbid StarHub to score the coveted rights to broadcast the next three seasons of the English Premier League (EPL), there will be great opportunities to expand the customer-base for PayTV customers (http://home.singtel.com/investor_relations/default.asp , 2009). Moreover, with the exclusive right to broadcast the next three seasons of EPL, F1, the next opportunity for SingTel is Word Cup 2010. With clinch of the World Cup 2010, SingTel will dominate the Sports channels in the region. Treats With StarHub and MobileOne obtain licenses to sell Apples popular iPhone and their launched on 9 December 2009, SingTel lost the 15th months monopoly. Thus, will likely to face tougher competition in the local market. Potential merger of StarHub and MobileOne will be a big treats to SingTels Number One position in Singapore for mobile market in Singapore. SingTels subsidiary Optus is facing strong competition with their competitors in the Australia and maybe affects their leading position and revenges. With the competitive market, SingTel will have to fight against StarHub and MobileOne through price, promotions, and advertising since all three companies main business are in the provision of mobile plans and the sale of mobile phones. Perhaps, SingTel may need to improve the customer service further to create a superior customer service that tag to their brand With the winning of the broadcast rights for the English Premier League, it is expected that loyal football fans will switch from StarHub over to SingTel, especially with the low rate offered by SingTel. Hence, competition is intense and SingTel would need to take on actions to further enhance its Strength whilst working on its Weaknesses. After evaluating the external and internal factors, SingTel started to develop strategies such as launching of Mio TV, which is able to capture more market share and ultimately enhancing SingTels market position. Mio TV is a new technological product in the current market, thus, it is necessary for the company to assess the product life cycle (PLC). Product Life Cycle According to Kotler, every product has its life. The product life cycle concept allows marketer to plan their marketing strategies to manage their product or service through various phases of their product life cycle. The purpose of this concept to establish which phase of its life cycle is and select the best fitting marketing strategies for the product in that phase. Base on Kotler (2000) the product life cycle can be divided into four distinct phases those are introduction, growth, maturity and decline phases. Furthermore, Kotler also provided the following marketing characteristic, marketing objective and marketing strategies within its of the product life cycle phases. Characteristic: according to Kotler, there are existing different characteristic sales, cost, profit, competitors and customer for its stages in the product life cycle. Those can be described as follow Sale characteristics: sales are low in the introduction stages, rapidly increase in the growth stages, peaking in the maturity stages and decreasing in the decline stages. Cost characteristics: the cost per customer will be high in the introductory stage, average cost per customer in the growth stage, and low cost per customer in the maturity and decline stage. Profit characteristic: profits can be none or negative in the introductory stage, increase in the growth stage, and high in the maturity stage and reducing in the decline phase. Competitors characteristic: there is existing only few competitors in the introductory stage, increasing in the growth stage, stable in the maturity and decreasing in the decline stage. Customer characteristic: in the introductory stage has only few customers who call innovators are testing the product, early adopter trying the growth stage, a middle majority testing product in the maturity and the laggard trying the product in the decline stage. Marketing objectives: Kotler also provides differences kinds of companys marketing objectives which linked to four stages of product as below Introductory stage: to make awareness and trial by using an intensive advertising and promotion campaign. Growth stage: to maximize the market share Maturity stage: maintaining market share while profits can be still maximize Decline stage: reducing marketing expenditure of the product during this stage while the aim will be to milk the product. Marketing strategies: the alternative marketing strategies was given by Kotler are related to various stage of the product life cycle as below: Product strategy: a basic product will be offered in the introductory stage, product extensions and warranties will be offered during growth stage, brand and individual product item will be diversified in the maturity stage and the weak model will be phased out during decline stage. Price strategy: the cost plus price will be changed during introductory phase, price will be set to penetrate the market during the growth phase, the price will be set to meet competitive price during the maturity phase while price will be cut during the decline phase. Distribution strategy: distribution will be built selectively during introductory phase, it will be intensive during growth phase, distribution will be further developed during the maturity phase and it will be more selective during decline phase. Advertising strategy: building awareness of product among early adopter and dealers in the introductory phase, building awareness and interest in the mass market during the growth phase, stressing brand differences and benefits during the maturity phase and reduce the advertising level needed to retain hard core-loyal customers in the decline phase. Sale promotion strategy: using heavy promotion to entice trial during the introductory phase, reduced promotion to take advantage of heavy customers demand during the growth phase, increase promotion to encourage brand switching in the maturity phase and reducing promotion to minimum in the decline phase. Limitations of the Product Life Cycle Concept The term life cycle implies a well-defined life cycle as observed in living organisms, but products do not have such a predictable life and the specific life cycle curves followed by different products vary substantially. Consequently, the life cycle concept is not well-suited for the forecasting of product sales. Furthermore, critics have argued that the product life cycle may become self-fulfilling. For example, if sales peak and then decline, managers may conclude that the product is in the decline phase and therefore cut the advertising budget, thus precipitating a further decline. Each customer is more or less free to adopt products for their own needs; this is sometimes called the shopping caddy approach to product adoption. However, in order to attract customer, not only should SingTel understand the PLC, it is also necessary for SingTel to analyze the competition and to be proactive to beat competitors in the current highly competitive market. Porters five forces is a framework for the industry analysis and business strategy development developed by Michael E. Porter of Harvard Business School in 1979. It uses concepts developing Industrial Organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market. (http://en.wikipedia.org/wiki/Porter_five_forces_analysis) SingTels Competitive Rivalry Singapore Telecommunications Limited is considered as the biggest telecommunication company in Singapore. Singtels services provide for customers with ISP (SingNet), IPTV (Mio TV), fixed line telephony and mobile phone. The second largest in mobile operator and cable television is StarHub, its also the biggest competitor of SingTel in Singapore. The recently moves of these two companies in cable television services have made the impacts on them. This also pointed out the effective strategy that SingTel approached over its competitors StarHub. StarHub used to be right holder of English Premium League, Champion League and it had to pay around US $150 million for the current 2007 to 2009. StarHub has provided attractive packages of television cable that includes so many sport and entertainment channels. Its really an advantage competitive of StarHub to increase its market shares over SingTel. StarHub actually has surpassed SingTel in this area and been really a big challenge of SingTel. However, a fantastic move of strategy from SingTel recently has changed things differently. StarHub has been beaten on bid and SingTel has won the right to be the holder of English Premium League and Champion League for its Mio TV. The ESPN Star Sports channel of StarHub cable networks will belong to SingTel in the middle of 2010 as well. The rights of ESPN Star Sport include English FA Cup, Formula One motor racing, Wimbledon tennis, US Open, Australian Open and US Open golf. These channels are going to Singtel, and this factor will definitely make increasing number of Singtels subscribers. The failure of StarHub in bidding racing is not the end of its Television cable services. StarHubs platform still can present the English football with delayed telecasts matches on Goal TV 1 and Goal TV2 channels for its subscribers at present and future seasons. For Singtel, with the advantages in being the new holder of those channels, Singtel will have a contract of three years period. The contract will start in August 2010 and include mobile and internet rights as well as Television cable services. One thing is considered as promotion of Singtel, it will guarantee to keep the current payment of StarHubs subscribers and will not change anything. It will be Singtel, the company will deliver the English Barclay Premium League matches to Singapore. The ways of viewing live football matches on Television, on mobile phones and internet will be improved by Singtel. It will bring the best services to its football fans. On the other hand, SingTels competitor, StarHub still tries to maintain the best quality sport content to its customer. It now focuses more on shareholders expectations in terms of profits. StarHubs bid for Barclay Premium League was really aggressive. So now they look forward to the time when they can get back to right of being the holder. And StarHub is always a big challenge of SingTel. It could approach the opportunities anytime and get over SingTel in the future. Implication Analysis Impacts on viewers Most of viewers from StarHub will not be happy when they have to change to SingTels Mio TV service for sports channels. The situation will be worst for the customers, who have signed the contract of two years with StarHub for sport package. The English Premium League and other sports content will now not be able to be viewed by them. The subscribers of StarHub need to sign up with SingTel as an addition if they would like to view sports content. When the viewers sign up for Mio TV service of SingTel, they also need to install a SingTel fixed line in advance. SingTel has promised with the consumers to keep the pricing of sport content as the current StarHub rates and will not increase anything. It can be seen that, SingTel is giving a special promotion with special package for sports fans. The customers could subscribe to English Premium League and sports packages only of SingTel if they would like. Impact on Singapores Pay TV landscape SingTel has taken a new step in TV cable service. Now its holding the right of English Premium League and other sports channels, and this will be a very important factor in competing more strongly with other TV providers, especially StarHub. Its really dominance of StarHub when it owns 85 % of market share of Singapore. However, SingTel now will be the only one that brings English Premium League and other sports content to Singapores football fans. Therefore, SingTel is expected to be the number one in providing TV cable services in the future. Impact on Starhub Since the IPTV of SingTel appeared in 2007, it has been a big challenge of StarHub. The development of SingTels IPTV has made StarHubs growth rate decrease to 4% year on year. StarHub had 530 thousand TV subscribers in the first half of 2009 and 250 thousand of them belong to the sports package. So being the winner of the right holder of English Premium League, SingTel will affect StarHubs subscribers so much. Specially, SingTel will attract the attention of football fans directly. However, it is not complete ending for the StarHubs TV cable. StarHub still has other premium content like: Star World, HBO, AXN and so on. The customers also need to sign up with StarHub if they wish to view this content. Among 250 thousand of sports package, 36% of them are expected to switch from StarHub to SingTels service. The rest subscribers are expected to sign up for SingTels sports package and still keep their StarHub service for premium content. Impact on SingTel Twenty three months since 2007, SingTels Mio TV service had grown so quickly, 100 thousand subscribers is the number of SingTel has reached in June 2009. SingTel has captured over 15% Singapore TV cable market. From April 2008 to March 2009, it has expanded its subscribers over its rival StarHub by 79%. Together with the competitive advantage of being the winner of English Premium League and other sports channels, a number of 348 thousand new subscribers will be set for SingTel as an objective to achieve at the end of 2010. This objective will help SingTel to increase up to 42% share of Singapore Pay TV market. However, with the expensive bid like that, its also a long-term plan for SingTel to make IPTV business profitable. SingTel now is holding English football sports and US content pack, but its still not complete. SingTel need to keep its speed of growth and try to take over the premium content of StarHub. It could be the core factor, which can build the SingTels Mio TV cable ser vices perfectly. In the competitive market place, having a competitive advantage means that the firm is using its resources, capabilities, and core competencies in ways that create more value for customers compared to the value competitors products create for those customers. (Hoskisson/ Hitt/ Ireland, 2007) By launching the Mio TV, SingTel is able to gain a competitive edge, the reasons are as follow: Competitive Advantages One of telecommunication suppler SingTel provides national fixed-line services, mobile services, broadband, IP and internet access, and international telephone services more than 20 countries. SingTel still continue invest in strategic regional markets, including India, Indonesia, The Philippines, Thailand and Bangladesh for long term growth. According to the Singapore Telecommunications Report that pay-TV subscriber base around 45,000 mioTV customers in June 2008. Over the quarter, there were some 2,000 net additions. The operator has continually expanded its range, they had further agreements with three Hollywood studios includes Disney-ABC International Television, News Corp units Twentieth Century Fox and Time Warners Warner Bros International Television to raise mioTV channel offering from 20 to 50. It is important for a company to develop their own distinctive competitive advantages. It must be unique, hard to imitate by competitors in the same industry and its create value to customers and benefit to the company. The Singapore-base telecommunication company Singtel has introduced pay-TV services called MIO TV. It has 33-channel mio TV and customers can select and pay what channel they want to watch. Features like the TV program list channel guide let viewers glance program in advance for 30 days. The mio TVs picture-in-Picture feature that viewer wont miss out other channel showing and remain current channel as well. The viewer can preview any video before watching from library of HD movies and video and make pause, rewind and fast-forward all depend on customers. The viewer can enjoy high HD quality playback and control your favorite shows to watch and record just click of a button, you can record your favorite shows even when you away with Remote Digital Video Recording. The viewer can easy to search the favorite program by input keyword through remote control or via the virtual keyboard on the Television, the intuitive search engine offer intelligent results. The viewers can watch Channel NewsAsia, Mom-on-Demand and KBS world and some other available channels on the new mobile service, including the ads on Mio TV, as well as on mobile phone that SingTel selected Nokia phones to offer this service. The competitive advantage should be benefit to company increase shares of market and revenue returns and create value to shareholders, owners and customers. However, the competitive advantage may be imitate by competitors or create different advantages to more value to customers. One of the competitors of Singapore-base telecommunication company Starhub, they provide cable TV as well. But the exclusively offer by SingTel had been rewarded to broadcast UEFA Champions League and UEFA Europa League from 2009 to 2012. Subscribers can watch live matches broadcasting in Dual Sound both in English and Mandarin. Furthermore, SingTel had picked up a right to broadcast Barclays English Premier League matches and ESPN STAR Sports on Mio TV. According to director of Mio TV Low Ka Hoe said Sport content is an important part of our offering, and this move signifies our ongoing efforts to expand and improve our selection of quality content for our viewers, The world wide service of SingTel is a opportunity for the firm continually invest and expansion in core overseas market of Indonesia, India and new market such as Vietnam and Pakistan and beyond Asia Pacific. Overseas investments are an essential part of SingTel strategy especially in saturated domestic market of Singapore. According to Singapore Telecommunications Report SingTel in June 2008 and its foreign associates shared a total of 197.714 mn, representing an increase of 45% over the year and 8.2% during the quarter. Evaluate strategy base on competitive advantage The firm should create non-replace and valuable competitive advantage through create strong core competencies. Base on competitive advantage, Cliff Bowman and Richard DAveni use Strategy Clock to further explain Michael Porter s generic strategy. The strategy clock represents different positions in a market where customers have different requirements in terms of value for money. The organization may have unique resources that others cannot imitate or obtain, for example, long-term established brand; be a cost leadership by apply price-based strategy or lower-priced strategy. However, in small domestic saturated market like Singapore, managers may take Differentiation strategy or hybrid strategy that provides unique or slightly different products and services from others to customer by pricing slightly higher. The strong and well-established competitive advantages can strength companys capability and strategy decision making. Therefore, Conclusion In account of analyzing the strategy of Singtel, it surly gave the reason that why the Singapore Telecom is Singapores largest telecommunications company. This company has nearly 130 years of operating experience in the successful completion of this period to the worlds leading high- performance carrier changes. In business, SingTel seek a breakthrough innovation, development of local public sentiment for the internationalization of the business to treat the inability to adapt. Of course, these innovations are also based on SingTels own existing resources, it is an international network. More than that, Singtel not only in China for the global 5300 companies in different countries offer a wide price quite competitive telecommunications services, but also SingTel has built its domestic large-scale telecommunications networks, and the annual investment of 1 billion new coins to be updated in order to enhance domestic and international competitiveness. SingTels overseas investment is a long-term strategy. Currently, SingTel has expanded to 20 countries and regions, their overseas operations include not only the traditional fixed, mobile phone networks and the Internet, voice data, but also related to satellite communications, submarine cable systems. In the past 10 years, strong adaptability and technical advantages SingTels international strategy is to promote time and time again to be successful. Opportunities always favor those who prepared. SingTels long-term development plan formulated by it can, and be good at the right time, choosing the right investments. The use of a merger or investment to enter unfamili

Construction Productivity Measurement Techniques

Construction Productivity Measurement Techniques The construction industry remains one of the few most labour intensive industries in the developed world. It is therefore imperative to understand the measure of construction labour productivity. Furthermore, recent institutional and industrial calls for an increase in productivity suggest a desperate need to get the measurement of productivity levels right. The research reported in this paper forms part of an ongoing Ph.D. study into the issue of construction labour productivity. An earlier study highlighted that less than 50% of the industry actually actively measure and monitor productivity levels, with a majority of those companies that claim to measure go about measuring on the basis of the intuition of key site management personnel. This may seem alarming, however, it was argued that productivity measurement techniques could be perceived as theoretical, arduous and expensive for construction companies to adopt. This paper reviews the methods of productivity measurement availabl e and describes two case studies conducted during this research, with a view of reporting the problems and issues faced when attempting to establish productivity levels at a project level. Lessons learnt are then drawn from the experience. INTRODUCTION The quest for productivity improvements in the UK construction industry has been an especially important agenda over the last decade (Latham, 1994; Egan, 1998). However, what is found baffling is the fact that the measure of productivity is often conflated with the measure of performance. One only needs to turn to the Construction Productivity Network (CPN) to seek an instance of such misapprehension. Indeed, the very name of the network is misleading since it deals with such far wider issues as risk management and knowledge management. Clearly, the network might be more suited to have adopted the term Construction Performance Network as compared to the use of the term productivity, which traditionally refers to the quantifiable ratio between inputs and outputs in physical terms. Indeed, the industrial Key Performance Indicators (KPIs) rightly recognise the clear distinction by acknowledging the measure of productivity as a subset of the wider measure of business performance. However, in the pursuit of convincing the industry to take on board improvement programmes and initiatives, recommendations have tended to represent simplistically improvements through headline measures such as reduction in construction time, defects, accidents etc., for instance, in the case of the Movement for Innovation (M4I) demonstration projects. Productivity, interestingly, was measured by the M4I by taking the median of the company value added in monetary terms per employee. This value added approach mirrors the value-added approach conventionally applied at the industrial (macroeconomic) level (see e.g. Jonsson, 1996). While it is understandable, from a marketing perspective, to report headline indicators per se, given the fact that embarking on any initiative undoubtedly needs corporate buy-in by senior managers, it is felt that capturing productivity measurements at the strategic level may be insufficient to guarantee that improvements actually occur at the operational level. Therefore, it is firmly believed that going back to the basics of measuring productivity at the project site level would be necessary in facilitating improvements. This is because the construction industry is largely project-based. Groà ¡k, for instance, issued a stern warning that there is an inherent failure to recognise that the site was the defining locus of production organisation (1994: 288) for construction. However, there lies a problem here. Apart from the formal measures propounded by such initiatives as the M4I stated above, many construction companies just do not have formal measures in place at the project level. For example, Chan and Kaka (2003), in a questionnaire survey to 400 UK contractors, found that of the 77 respondents, more than half of them do not monitor productivity levels at the project level. Furthermore, a third of those who claim to do so base their judgement of productivity on gut feeling and experience of dealing with contract schedules. Similar findings were noted in a large study commissioned by the Investors in People in the UK, which was aimed at examining productivity measurements inter alia across sectors including manufacturing, transport, service and construction. The Investors in People (2001) noted that while 22% of the respondents did not measure productivity levels at all, 36% and 22% of the respondents used formal and informal techniques to establish productivity levels respectively. Yet, past research have shown that the very process of formalising on-site productivity measurements itself delivers project improvements. For example, Winch and Carr (2001) notably identified a growing competitive spirit among the workforce as they progressed in their study investigating the benchmarking of on-site productivity, thus reinforcing an earlier comment made about the importance of measuring productivity levels at the project site level. Nonetheless, Chans and Kakas (2003) and the Investors in People (2001) reports beg the question as to why there is reluctance for formal productivity measurements, and which forms the premise of this paper. The chief aim of this paper is to explore the pertinent issues that would explain some of the reasons behind what we would call industrial inertia towards productivity measurement at the project level. In so doing, we would tackle it from both theoretical and practical perspectives. The next section briefly reviews the key textbook approaches to measuring on-site productivity and highlights the limitations in terms of reliability and relevance of these approaches that restrict industrial adoption. Thereafter, we will report on the relevant findings of two live projects observed as part of a wider study into understanding the concept of construction labour productivity, revealing some of the practical issues encountered when measuring on-site productivity. Conclusions are then draw n from both the review and the case studies that lead to the recommendations for future research that would hopefully encourage the industry to measure on-site productivity. PRODUCTIVITY MEASUREMENT TECHNIQUES Construction textbooks are awash with details of key productivity measurement techniques and it would be inappropriate to replicate the explanation of these techniques within the constraints of this paper. According to Noor (1998), productivity measurement techniques fall within a spectrum between two broad categories of observational methods, namely continuous observation (e.g. direct observation and work study) and intermittent observation (e.g. audio-visual methods, delay surveys and activity sampling). Noor recognised that while continuous observations such as direct observation and work study provide high levels of accuracy and detailed data for understanding productivity, these are often time-consuming, arduous and costly. Given the operational imperative of construction projects and the ever increasing time pressures exerted on project schedules, the cost of employing personnel to conduct such observations both in terms of the monetary cost of wages and the time value of observation that does not result in the physical growth of buildings (i.e. non value added) would deter companies from adopting such measurement techniques. Furthermore, the benefits of continuous observations are marred by the inexorable restriction of scope and thus, would make it difficult for large projects to pursue this approach. Where the use of technical equipment for audio-visual methods is concerned, Winch and Carr (2001) were especially cautious that the workers might feel that the surveillance was un necessarily intrusive. As such, they avoided the use of such methods to observe the workers and opted instead for direct observation where the researchers got to know the individual workers on a personal level. Therefore, while the absence of the workers uneasiness was achieved, the inability to observe the whole construction process became an evident trade-off. With respect to intermittent observations, Noor noted that these are prone to errors in determination since the data tends to be aggregated statistically through the observation of a representative sample. To add to this, Radosavljevic and Horner (2002) recently revisited formwork and masonry productivity data sets across eleven sites in the USA and the UK, only to confirm their suspicion that productivity is not normally distributed, thereby implying that some basic statistical diagnosticsà ¢Ã¢â€š ¬Ã‚ ¦ may give misleading results and are not applicable (p. 3). Accordingly, this questions the dubious reliability of conventional productivity measurement techniques. Serendipitously, Radosavljevic and Horner made a brief comparison of the data with volatility studies in econometrics to reveal surprising similarity with Pareto distributions, which are typical of chaotic systems. They concluded therefore that using test statistics that rely on normality usually have been taken for grant ed, and consequently not much could have been done to achieve a better understanding of the ubiquitous complexity (p. 11) as they call for a paradigm shift to understand the complexities of construction labour productivity, possibly through chaos theory. However, it is felt that such complex methods of analysing productivity levels might further discourage companies to measure productivity since this would mean additional investment of statistical expertise. Another problem with many of the conventional productivity measurement techniques is the reductionistic approach in analysing work time (see e.g. Drewin, 1982). To put simply, much of the analysis of productivity data had been concerned with the binary relationship between productive (or value-adding) time and time loss. However, contenders such as Thomas et. al. (1990) challenged this underlying assumption the inverse relationship between productive and non-productive time, and that reducing time loss leads to productivity improvements as they claimed while these assumptions seem sensible and logical, they will be shown to be unsupportable for most construction operations (p. 712). In fact, a later study (Thomas, 1991) provided evidence that would cast doubts on the assumption of the binary relationship between productive and non-productive time, and hence on the productivity measurement techniques. A further limitation relates to the application of productivity measurement techniques in past research. A review of the literature revealed that measurement techniques were mainly concentrated, in past research, on a number of key construction operations: namely concrete works (Proverbs et. al., 1999; Winch and Carr, 2001), masonry projects (Thomas and Yiakoumis, 1987; Olomolaiye, 1990), structural steel (Thomas and Yiakoumis, 1987) and electrical works (Thomas, 2000). Evidently, with the exception of electrical works, much of the studies were concerned with the structural elements, i.e. elements that contribute to the structural frame of the building. This means there is an overwhelming lack of research aimed at studying such other aspects of the building process as architectural elements (e.g. plastering, internal fit-out, painting and decoration) or services installations (e.g. mechanical and sanitary installations). Indeed, the studies surrounding electrical works were related t o the effects of schedule acceleration, in part, due to the effects of productivity-related problems of the earlier structural phase of projects (see e.g. Noyce and Hanna, 1998; and Thomas, 2000). One of the possible reasons for this phenomenon is the lack of previous studies (unlike where areas such as bricklaying and concrete operations are concerned) or industrial productivity data for comparison. Notably, the National Electrical Contractors Association (NECA) in the US has been deeply keen in examining productivity issues ever since the late 1960s (Thomas et. al., 1990) and have been actively developing labour consumption curves (NECA, 1983) to inform the industry for possible applications on different project types (Thomas, 2000), offering perhaps an explanation as to why productivity on electrical projects are examined. Olomolaiye (1990) is one of the few who explains his decision to focus on bricklaying as he attributed his preference to the predominance of bricks as one of the main construction materials in the UK. He added a bulk of construction manpower still goes into bricklaying as it remains highly labour-intensive (p. 302). On the decision to focus on concrete operations, Winch and Carr (2001) cited Horners and Zakiehs (1996) claim that studies of estimating have shown that the largest items in the bill can be used to determine overall outputs very closely. Furthermore, they expounded that data on concrete deliveries by ready-mix trucks for any given period are easily obtained from site records, and because concrete is perishable, we can infer that deliveries on a day have been poured that day (p. 581). It is argued, however, that concentrating on the predominant or largest activity results in a reductionistic approach, which fails to take into account the entire construction process. Intere stingly, Kazaz and Ulubeyli (2004) in a recent study aimed at reconciling governmental statistics and real project data on productivity rates in Turkey elected to examine only 82 work items deemed to be used most in practice, thus affirming the researchers observation, although they acknowledged that these only constitute 6.11% of all possible work items. In this respect, conclusions made in past studies are limited in their scope in offering plausible recommendations for implementation for the improvement of construction labour productivity. The limitations of productivity measurement techniques discussed hitherto, to some extent, help to explain the low industrial uptake within construction. These encompass the issues of reliability and relevance of existing techniques that would inhibit the ability of companies to meaningfully analyse their project productivity so as to bring about improvements to the entire construction process. Furthermore, there are the investment constraints of time and expertise in implementing the existing productivity techniques. These emerging issues from the brief review explains some of the general difficulties claimed by the participants of the Investors in People (2001) study, particularly the difficulties in obtaining accurate information, the varied nature of individual job roles and the complex nature of productivity that is dependent on several intervening factors (p. 6). CASE STUDIES AND PRELIMINARY FINDINGS Having briefly discussed the theoretical issues surrounding existing productivity measurement techniques, this section now turns to the two projects, hereinafter known as projects A and B, observed during the course of the study. The purpose of the case studies is to explore the issues faced by practitioners when measuring project productivity. The two projects were selected because project participants had either attempted to measure productivity (project A) or claimed to have a formal method of measuring productivity in place (project B). Each case will begin with a brief synopsis of how the researchers got involved with the projects and an account of the observational process. This will then be followed by a succinct report of the key issues involved in the implementation of the productivity measurement techniques in the two projects. Project A: Multi-storey Car Park Background to project A Project A is the construction of a multi-storey car park for a Scottish airport. This was initially selected as a pilot study at the onset on the basis of convenience, access and geographic proximity as instructed in Yin (1994: 75). It is perhaps worthwhile, at this point, to provide an insight into how and why access was given to this project in the first place. A marketing flyer accompanied by a cover letter was sent to companies to seek collaboration and access to projects, people, data etc. at the start of the research. A positive response from the main contractor executing project A then resulted from this initial call for participation. The contractor was a fast growing company at that time that aimed both to penetrate the Scottish construction market and to succeed in gaining repeat business with British Airports Authority (B.A.A.). Because the company had not undertaken any on-site productivity measurement, they were therefore keen for the researchers to assist in the develop ment of on-site productivity measures. And so, access to the project was granted on a two-days-a-week basis and the project quantity surveyor of the company was involved with the researchers in developing the measurement technique. To overcome the problems discussed in the previous section regarding the isolation of construction activities in measuring productivity, a decision was made to measure productivity levels using the existing company worker timesheets. Timesheets were found to be extremely useful mainly because timesheets were used for the purpose of calculation of hourly wages and linking this to productivity measurement would probably show meaningfully the notion of a fair wage. Furthermore, measuring productivity on a daily basis was considered to be the most appropriate technique as corrective action could be taken as quickly as possible. For data collection purposes, foremen were instructed to complete time inputs and physical outputs for each worker under their charge within a set time sheet on a daily basis. Table 1 below shows a simplified example of a recording on the activity of pouring concrete by a gang of concrete labourers. Based on the data presented in table 1, a total of 66 man-hours w ere used to produce 232m3 of concrete, yielding a productivity rate of à ¯Ã¢â‚¬Å¡Ã‚ » 3.5m3 of concrete per man-hour. Emerging issues A number of issues arose whilst attempting to measure on-site productivity levels for project A in this way. The desire for a speedy construction process meant that many proprietary systems, e.g. in the case of formwork, were used as part of the construction techniques. These were undertaken by specialist subcontractors (with whom access was not granted). What was observed was that the core labourers used by the main contractor were general operatives who were often mobile in terms of the task they did. So, for example, an operative could be involved in general housekeeping on day n, shifting what is known as tables (a proprietary form of the conventional birdcage scaffolding that is on wheels to support the formwork) on day n + 1, and putting stop ends along the perimeter of a plot prior to concreting to prevent the concrete from spilling over on day n +2 and so on. Perhaps the only stable groups of workers were those who were relatively more skilled, e.g. concretors and steelfixers , who tended to stick within the task of their trades. Even so, these workers moved to other projects in the vicinity when their tasks were not scheduled for project A. Therefore, while measuring productivity levels in this way appear to be more holistic and probably closer to reality than the methods highlighted in the previous section, the mammoth task of tracking workers posed an immense challenge. Moreover, although the data was collected at the gang level (through the foremen), the boundaries of the gang were found to be arbitrary because of the volatile movement of the workers. This resulted in high variability of the productivity data obtained, which supports Radosavljevics and Horners (2002) observations, but which implies that discerning the factors affecting productivity especially those related to the workforce issues was particularly problematic. Administering the measurement was also not without problems. To start with, foremen were not akin to filling out forms and throughout its implementation, the project quantity surveyor discovered that there was a need to constantly explain to the foremen the mechanisms of recording. Two reasons accounted for this. The first relates to the inevitable problem with determining output quantities given that construction operations are often associated with work-in-progress that can be difficult to ascertain. Rules of credit (see e.g. Thomas and Yiakoumis, 1987) may go some way to facilitate this process, although time and manpower is needed to maintain a database of such information for which the project quantity surveyor did not have. In fact, the project quantity surveyor resigned in the middle of the project and the measurement of productivity halted due to the absence of a willing successor. To exacerbate the problems of measurement, the project quantity surveyor had identified a compl ex list of more than 170 task descriptions, thus causing further confusion for the foremen in the recording process. This enormous list of task descriptions is believed to be due to the fact that many proprietary systems were used in the construction process. Still, as the predicted trend for the construction industry is towards greater outsourcing and use of innovative technology in the production of buildings (see e.g. CRISP, 2001), it would be sensible to take into account such complexities when measuring productivity. It is here that project B sheds some light. Project B: Headquarters of a Commercial Bank Background to project B Project B involves the construction of the headquarters of a commercial bank on a greenfield site just outside Edinburgh. Access was given to interview senior project managers and to conduct questionnaire surveys with the site operatives. During the interviews, the researchers were struck by the ability of the managers to report what they allege to be the precise number of man-hours expended on the project to date, a phenomenon that was non-existent in other projects observed during the study. Inquisitively, the researchers investigated how project participants captured this data through further probing during the interviews. According to the project managers, project B utilised what is known as The Last Planner system, a planning system that has gradually gained recognition and refinement since its inception in 1994. Much has been written about the system (see e.g. Ballard, 2000), although this is really related to planning and never intended to be used as a means of measuring on-site productivity. However, one of the KPIs resulting from this system, known as the Percent Plan Complete (PPC), was thought to be extremely valuable by the project participants for them to gain an informed view of the on-site productivity levels. Basically, the PPC refers to how much of the planned work on a weekly basis is actually completed. In a similar vein, this ostensibly is comparable to the earned value analysis used in project management (see Project Management Institute, 2000). Figure 1 above shows an extract from a weekly progress update, which enables project Bs participants to keep track of how productively the wo rk packages were performing to plan. To help improve the PPC, the progress meetings were used as a platform to understand what went wrong, i.e. what intervening events or factors resulted in a low PPC (e.g. weather, lack of materials etc.). Emerging issues While this paper is not aimed at analysing whether this system constitutes a credible means for measuring on-site productivity, it was felt that this system provided an effective way for managers to establish how progress was being made. Hence, this allowed project participants to get a feel of the productivity of the workers by complementing the measure of PPC with the number of man-hours expended. To show a simplistic example, using figure 1 above, let us assume that work package 1 utilises the same amount of man-hours throughout the project. Therefore, one can safely deduce that achieving 100% PPC in say week 13 and 76% PPC in week 14 would signify a dip in labour productivity. In other words, PPC can be viewed as an output in the productivity ratio and so alleviate the problems of complexities involved in construction operations and sub-contracted work packages experienced in project A above. Furthermore, such information should provide useful feedback to the workforce regarding their performance. Implementing this system for the project participants was also met with a number of challenges. For instance, the system is largely paper based and therefore archiving such information and managing it within a database would still require the deployment of manpower. Nonetheless, as compared with the attempts in project A, this is perceived to be relatively more straightforward. It would also be tempting to proclaim that running this system commenced from the first day of the project. In fact, the project managers had attempted to implement such a system on a previous project six years ago but faced immense resistance from the project workers as it was then thought to create a blame culture so that fault could be apportioned when things went wrong. Interestingly, another project observed, which involved the construction of an office block in central London and built by the same contractor running project B, had initially tried to adopt the system. However, it was abandoned as soon as it started on the same basis of resistance. Still, project B participants learnt from their previous experience from six years ago and thus, made a conscious effort to allay fears of a blame culture right from the very start of the project through constant reassurances given during early briefing sessions. CONCLUSIONS In conclusion, the paper raised the issue of the importance of, and lacklustre attitude of companies towards, measuring on-site productivity. Thereafter, a review of the limitations behind the key textbook approaches to measuring productivity was provided and these represent some of the problems, which contribute to the industrys reluctance to measuring productivity. We have then taken the reader on a journey through two projects observed and summarised here some of the practical issues faced in the implementation of an on-site productivity measurement system. These include the time and expertise needed in handling the complexities of productivity data and resistance from the workforce. In essence, the underlying theme throughout the experience is that a productivity measurement system has to be comprehensive enough to take into account the complexities of todays construction operations and ever increasing emphasis on sub-contract work packages as seen in project A; but simple enough to be effective as portrayed in The Last Planner system in project B. However, the reliability of using The Last Planner system to measure productivity was beyond the remit of this current study. Nonetheless, the experience of project participants in project B shows that it works in reality to help provide that informed view of on-site productivity levels needed to bring about improvements. Therefore, further work is required to establish the feasibility of using such a system in measuring productivity.

Comparing Female Identity in To The Lighthouse, Heat of the Day and Under the Net :: comparison compare contrast essays

Female Identity in Virginia Woolf’s, To The Lighthouse, Elizabeth Bowen’s, Heat of the Day and Iris Murdoch’s, Under the Net After reading Virginia Woolf’s, â€Å"To The Lighthouse†, readers are left with the disturbing reality of the role of a woman during this time period.   The characters of Mrs. Ramsay and Lily Briscoe portray these demeaning roles.  Ã‚   However, instead of completely giving in to the domination of men, they are starting the woman’s movement of resistance in the period of the beginning of World War I.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Likewise, in Elizabeth Bowen’s novel, â€Å"The Heat of the Day†, different female roles emerge from the characters which help present change in the identity of women and power.   The two main female characters, Stella Rodney and Louie Lewis, among others in this World War Two time-framed novel, carry working class jobs.   They are starting to change the stereotypical views of women just being housewives and serving their â€Å"husbands†.  Ã‚  Ã‚   These characters allow readers to plainly see that women are capable of and deserve equality on the same level as men.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This essentially paves the road to other novels of this time after World War II, such as Iris Murdoch’s, â€Å"Under the Net†.   In this novel women are starting to receive respect for their positions in the world.  Ã‚   Men are recognizing their significant value in society.   This can be seen by the relationship between the characters of Jake Donaghue and Anna Quentin. Victoria Glendinning further exemplifies the correlation between these 20th Century novels.   She is a contemporary fiction writer and biographer of Bowen, Rebecca West, and Trollope, among others.   Glendinning states that,   â€Å"She [Bowen] is a major writer†¦She is what happened after Bloomsbury†¦the link that connects Virginia Woolf with Iris Murdoch and Mrielk Spark†.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These highly regarded and well-respected female authors are showing that women can and do hold power in our society.   These authors send the message to readers that women throughout time have been and still are fully capable of thinking for themselves.  Ã‚   They can hold their own ground without having to subject themselves to the dominance of the males, be it in writing novels, raising a family, working in a factory, or pursuing a singing career.   Thus, they as all women, deserve to be held in respect for their achievements and deserve equality.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In reference to Virginia Woolf’s novel, â€Å"To The Lighthouse† she takes the major female characters of Mrs.

The Free Will of Macbeth Essay -- Macbeth essays

The Free Will of Macbeth      Ã‚   Destiny "Destiny is not a matter of chance, it is a matter of choice; it is not a thing to be waited for, it is a thing to be achieved." (William Jennings Bryan) Are we in control of our own destiny, our own fate, or are our lives really already planned and mapped out for us? Does Macbeth willfully choose evil in order to achieve his "destiny"? Or, is his "destiny" doomed by the witches' prophecies? Macbeth may not have made any of his same choices, if the three Weird sisters hadn't come to him. In Shakespeare's play Macbeth, Macbeth is no pawn of fate. Although Macbeth was destined to become king, the path he chose to take to achieve his aspiration of obtaining the throne was of his own free will. Macbeth knew exactly what he was doing in order to attain his destiny of becoming king. Although Macbeth was skeptical about the witches' predictions he later learned as the play progressed that destiny truly determined his future.    The prophecy of the witches was that Macbeth would become king. Nowhere did the witches predict the following events in Macbeth's life before he reached the throne. The prophecy of Macbeth becoming Thane of Cawdor had already come true, enhancing Macbeth's aspirations of becoming king. The second prophecy would certainly come true for him, but he has to choose how to get there. Macbeth was destined for the throne, however obtaining that destiny was completely up to him. Killing Duncan seemed to be the only way for him, even though he knew it was wrong. Macbeth was well-aware his actions were immoral and unjust, and he continued with the murders anyway. He contemplates the reasons for why it would be wrong to kill Duncan, showing he could have ... ...rely different way if he had not already been told his future. The witches could have very well enhanced Macbeth's desires he had held up inside him, causing him to make such evil and terrible choices. Macbeth believed that there was a destiny, for he was so threatened by Banquo's destiny of being father to a whole line of kings, that he had Banquo murdered. As the play progressed, Macbeth learned that his destiny ultimately forms his future.    All Macbeth's actions were choices to attain his destiny, but they were nonetheless choices of his own free will. Macbeth was destined to become king; however, destiny doesn't come along with the choices made to achieve that destiny. Macbeth knew what he was doing.    Work Cited Shakespeare, William.   Tragedy of Macbeth . Ed. Barbara Mowat and Paul  Ã‚   Warstine. New York: Washington Press, 1992.  Ã‚  Ã‚  

Traditional Ways Or Not :: essays research papers

Traditional Ways Or Not From generation to generation plays have become a major part of our existence. For some families customs and traditions can either make or break a family. Some family traditions mean a lot. However breaking a family custom can start major uproars or even serious altercations between family members. For some families fights and altercations cam also bring them closer as a family. In the play " A Doll House " written by Henrik Isben, conflicts and customs play important roles for the survival of the Helmer family. For Nora Helmer growing up in the shadow of her husband Torvald and her father was Nora 's way of life. In the play " A Doll House " Nora is faced with a past mistake which leaves her in disbelief. Throughout the play Nora tries to hide the secret from her husband , but runs into a problem. Nils Krogstad who was fired from the bank by Torvald is going to blackmail Nora if she does not help him get his job at the bank back. " When your husband was ill, you came to me to borrow two hundred and fifty pounds." ( Isben, 22). Nora must tell her husband Torvald that she has taken money without his consent, which in those days was against the law. Nora is faced with a very serious matter which can end her marriage if Torvald finds out about the loan. At the end of the play Torvald finds out about the loan which ends the marriage and breaks up the family for good. This shows how important family customs and traditions mean to the Helmer family. To some people having a family means everything in the world. Nora on the other hand leaving her husband and children behind was easy to do. At the end of the play Nora Helmer leaves her family do to the fact that she does not love her Husband Torvald anymore. " No, I have never been happy. I thought I was, but it has never really been so. I must try to educate myself- you are not the man to help me in that. I must do that for myself. And that is why I am going to leave you now." ( Isben, 66). Nora feels that she has been treated unfairly and needs to move on. Torvald forgives Nora, but it is not enough to keep her around any longer.

Bullying and Memorable Punch Line

What is a good structure, outline or good guidelines to writing an Informative speech? * Your Opener – the opening, ice-breaker or attention grabber * Introduction – Tell them what the speech is about and what your main points will be * Knowledge – Establish credibility by demonstrating expertise and knowledge of the subject – conveying information, presenting ideas, facts and statistics to adequately inform the audience about the subject * Confirmation – Confirm and repeat the key points * Conclusion – Try to end with a memorable punch line or positive statement By a show of hands, who in here has been bullied?Who in here has been a bully? Did you know that throughout the past years, bullying has become so severe that for every one two three four five six seven eight nine; a student has just dropped out. All on account of bullying or things otherwise. Many things can define bullying. Bullying is another word for harassing. Whether it’ s punching, kicking, or making fun of someone, it all concludes to two forms: physical and mental bullying. Physical bullying involves body contact whereas mental bullying involves messing with the brain.Examples of physical bullying are, pushing, kicking, spitting, punching, hitting, or any other physical contact that the person finds to be abrasive. Examples of mental bullying are being made fun of, making someone feel low of their selves, teasing, or anything that makes the person feel emotionally bad by someone else. Another form of bullying is cyber bullying. It is where students are being bullied online. Things usually said are threatening or sometimes worst. When you really think about it there are three differences of bullying.Some can just be a rough play – usually by friends and no intention to harm. Some can be real fighting – usually not by friends. Another behavior can be actual bullying, which usually are not friends and is intentional. Statistics show th at over one-fourth of students in all grades have reported being bullied because of their religion, race, sexual orientation, gender, disabilities, or simply just being different. Sometimes it can lead to horrible violence in which the bully is jailed. About 60 percent of students have been arrested or jailed for bullying.Bullying has lead to over 75 percent of shootings that starts in schools. About 33 percent of youth has been bullied over the internet but are more likely to not mention anything about it. Bullying has such affects on teens, that it can lead them to feeling five times more likely to be depressed or suicidal. About a good ten percent of teens have attempted suicide. In Wisconsin, it is a law to not discriminate or bully people based on race, gender, religion, ancestry, pregnancy, parental status, sexual orientation, or physical, emotional, or mental disabilities.There is no law on cyber bullying. In recent news, six students have committed suicide because of bullyin g and only ranging from the ages 11-18. These six students were constantly bullied whether it was online, on the phone, in school or wherever else. Some of these students jumped a bridge, hung their selves, shot their selves, or did other things. All for being gay and invading privacy. All for being different. Ways you can stop bullying is to tell a wise person, ask for help, and definitely stand up for yourself.Bullying is not worth killing yourself over for because in the long-run, these bullies will not be in your future. Most of these kids you won’t even see after school. You have a few years of these people bullying you and the rest of your life to go – the rest of your life to live. What I don’t get frankly is why do you have the courage to commit suicide but not have the courage to stand up to your bullies. Suicide is a permanent solution to a temporary problem. You allow people to treat you the way that do and what you can do is to stand up for yourself.

Automatic Room Light Controller with Didirectional Visitor Counter

CHAPTER :- 1 Project Overview 1. Introduction Of Project 1. 1 Project Definition: Project title is â€Å"AUTOMATIC ROOM LIGHT CONTROLLER WITH BIDIRECTIONAL VISITOR COUNTER â€Å". The objective of this project is to make a controller based model to count number of persons visiting particular room and accordingly light up the room. Here we can use sensor and can know present number of persons. In today’s world, there is a continuous need for automatic appliances with the increase in standard of living, there is a sense of urgency for developing circuits that would ease the complexity of life.Also if at all one wants to know the number of people present in room so as not to have congestion. This circuit proves to be helpful. 1. 2 Project Overview This Project â€Å"Automatic Room Light Controller with Visitor Counter using Microcontroller is a reliable circuit that takes over the task of controlling the room lights as well us counting number of persons/ visitors in the room v ery accurately. When somebody enters into the room then the counter is incremented by one and the light in the room will be switched ON and when any one leaves the room then the counter is decremented by one.The light will be only switched OFF until all the persons in the room go out. The total number of persons inside the room is also displayed on the seven segment displays. The microcontroller does the above job. It receives the signals from the sensors, and this signal is operated under the control of software which is stored in ROM. Microcontroller AT89S52 continuously monitor the Infrared Receivers, When any object pass through the IR Receiver's then the IR Rays falling on the receiver are obstructed , this obstruction is sensed by the Microcontroller CHAPTER :- 2 BLOCK DIAGRAM AND ITS DESCRIPTION 2. 1Basic Block DiagramEnter Exit Relay Driver A T 8 9 S 5 2 Signal Conditioning Exit Sensor Enter Sensor Light Signal Conditioning Power Supply Fig. 2. 1 Basic Block Diagram 2. 2 Blo ck Diagram Description The basic block diagram of the bidirectional visitor counter with automatic light controller is shown in the above figure. Mainly this block diagram consist of the following essential blocks. 1. Power Supply 2. Entry and Exit sensor circuit 3. AT 89S52 micro-controller 4. Relay driver circuit 1. Power Supply:- Here we used +12V and +5V dc power supply. The main function of this block is to provide the required amount of voltage to essential circuits. 12 voltage is given. +12V is given to relay driver. To get the +5V dc power supply we have used here IC 7805, which provides the +5V dc regulated power supply. 2. Enter and Exit Circuits:- This is one of the main part of our project. The main intention of this block is to sense the person. For sensing the person and light we are using the light dependent register (LDR). By using this sensor and its related circuit diagram we can count the persons. 3. 89S52 Microcontroller:- It is a low-power, high performance CMOS 8-bit microcontroller with 8KB of Flash Programmable and Erasable Read Only Memory (PEROM).The device is manufactured using Atmel’s high-density nonvolatile memory technology and is compatible with the MCS-51TM instruction set and pin out. The on-chip Flash allows the program memory to be reprogrammed in-system or by a conventional nonvolatile memory programmer. By combining a versatile 8-bit CPU with Flash on a monolithic hip, the Atmel AT89S52 is a powerful Microcontroller, which provides a highly flexible and cost effective solution so many embedded control applications. 4. Relay Driver Circuit:- This block has the potential to drive the various controlled devices.In this block mainly we are using the transistor and the relays. One relay driver circuit we are using to control the light. Output signal from AT89S52 is given to the base of the transistor, which we are further energizing the particular relay. Because of this appropriate device is selected and it do its allott ed function. CHAPTER :- 3 SCHEMATIC DIAGRAM Transmission Circuit:- Fig. 3. 1 Transmitter circuit Receiver Circuit:- Fig. 3. 2 Receiver circuit * CIRCUIT DESCRIPTION: There are two main parts of the circuits. 1. Transmission Circuits (Infrared LEDs) 2. Receiver Circuit (Sensors) . Transmission Circuit: Fig. 3. 3 Transmitter circuit This circuit diagram shows how a 555 timer IC is configured to function as a basic monostable multivibrator. A monostable multivibrator is a timing circuit that changes state once triggered, but returns to its original state after a certain time delay. It got its name from the fact that only one of its output states is stable. It is also known as a ‘one-shot'. In this circuit, a negative pulse applied at pin 2 triggers an internal flip-flop that turns off pin 7's discharge transistor, allowing C1 to charge up through R1.At the same time, the flip-flop brings the output (pin 3) level to ‘high'. When capacitor C1 as charged up to about 2/3 Vcc, t he flip-flop is triggered once again, this time making the pin 3 output ‘low' and turning on pin 7's discharge transistor, which discharges C1 to ground. This circuit, in effect, produces a pulse at pin 3 whose width t is just the product of R1 and C1, i. e. , t=R1C1. IR Transmission circuit is used to generate the modulated 36 kHz IR signal. The IC555 in the transmitter side is to generate 36 kHz square wave. Adjust the preset in the transmitter to get a 38 kHz signal at the o/p. round 1. 4K we get a 38 kHz signal. Then you point it over the sensor and its o/p will go low when it senses the IR signal of 38 kHz. 2. Receiver Circuit: Fig. 3. 4 Receiver circuit The IR transmitter will emit modulated 38 kHz IR signal and at the receiver we use TSOP1738 (Infrared Sensor). The output goes high when the there is an interruption and it return back to low after the time period determined by the capacitor and resistor in the circuit. I. e. around 1 second. CL100 is to trigger the IC555 which is configured as monostable multivibrator. Input is given to the Port 1 of the microcontroller.Port 0 is used for the 7-Segment display purpose. Port 2 is used for the Relay Turn On and Turn off Purpose. LTS 542 (Common Anode) is used for 7-Segment display. And that time Relay will get Voltage and triggered so light will get voltage and it will turn on. And when counter will be 00 that time Relay will be turned off. Reset button will reset the microcontroller. CHAPTER :- 4 HARDWARE DESIGN ; DESCRIPTIONS Hardware Design:- Infrared Sensor TSOP1738 Microcontroller AT89S52 Relay 7-Segment Display Timer IC 555 Fig. 4. 1 Snap of the entire circuit 4. 1 Procedure Followed While Designing:In the beginning I designed the circuit in DIPTRACE software. Dip trace is a circuit designing software. After completion of the designing circuit I prepared the layout. Then I programmed the microcontroller using KEIL software using hex file. Then soldering process was done. After completion of the soldering process I tested the circuit. Still the desired output was not obtained and so troubleshooting was done. In the process of troubleshooting I found the circuit aptly soldered and connected and hence came to conclusion that there was error in programming section which was later rectified and the desired results were obtained. . 2 List of Components: Following is the list of components that are necessary to build the assembly of the Digital Speedometer Cum Odometer: * Microcontroller – AT89S52 * IC – 7805 * Sensor – TSOP 1738 (Infrared Sensor) * Transformer – 12-0-12, 500 mA * Preset – 4. 7K * Disc capacitor – 104,33pF * Reset button switch * Rectifier diode – IN4148 * Transistor – BC 547, CL 100 * 7-Segment Display 4. 3 Description of Components 4. 3. 1 Microcontroller AT89S52: The AT89S52 is a low-power, high-performance CMOS 8-bit microcontroller with 8K bytes of in-system programmable Flash memory.The device is manu factured using Atmel’s high-density nonvolatile memory technology and is compatible with the Industry-standard 80C51 instruction set and pin out. The on-chip Flash allows the program memory to be reprogrammed in-system or by a conventional nonvolatile memory pro- grammar. By combining a versatile 8-bit CPU with in-system programmable Flash on a monolithic chip, the Atmel AT89S52 is a powerful microcontroller which provides a highly-flexible and cost-effective solution to many embedded control applications.The AT89S52 provides the following standard features: 8K bytes of Flash, 256 bytes of RAM, 32 I/O lines, Watchdog timer, two data pointers, three 16-bit timer/counters, a six-vector two-level interrupt architecture, a full duplex serial port, on-chip oscillator, and clock circuitry. In addition, the AT89S52 is designed with static logic for operation down to zero frequency and supports two software selectable power saving modes. The Idle Mode stops the CPU while allowing the RAM, timer/counters, serial port, and interrupt system to continue functioning.The Power-down mode saves the RAM con- tents but freezes the oscillator, disabling all other chip functions until the next interrupt or hardware reset. FEATURES:- * 8 KB Reprogrammable flash. * 32 Programmable I/O lines. * 16 bit Timer/Counter—3. * 8 Interrupt sources. * Power range: 4V – 5. 5V * Endurance : 1000 Writes / Erase cycles * Fully static operation: 0 Hz to 33 MHz * Three level program memory lock * Power off flag * Full duplex UART serial channel * Low power idle and power down modes * Interrupt recovery from power down modes * 256 KB internal RAM * Dual data pointer 4. 3. 2TSOP1738 (INFRARED SENSOR)Fig. 4. 2 Infrared Sensor Description: The TSOP17.. – Series are miniaturized receivers for infrared remote control systems. PIN diode and preamplifier are assembled on lead frame, the epoxy package is designed as IR filter. The demodulated output signal can directly be decode d by a microprocessor. TSOP17.. is the standard IR remote control receiver series, supporting all major transmission codes. Features: * Photo detector and preamplifier in one package * Internal filter for PCM frequency * Improved shielding against electrical field disturbance * TTL and CMOS compatibility * Output active low Low power consumption * High immunity against ambient light * Continuous data transmission possible (up to 2400 bps) * Suitable burst length . 10 cycles/burst Block Diagram: Fig. 4. 3 Block Diagram of TSOP 1738 Application Circuit: Fig. 4. 4 Application circuit 4. 3. 3 555 ( TIMER IC): Fig. 4. 5 Timer IC(555) Description: The LM555 is a highly stable device for generating accurate time delays or oscillation. Additional terminals are provided for triggering or resetting if desired. In the time delay mode of operation, the time is precisely controlled by one external resistor and capacitor.For astable operation as an oscillator, the free running frequency and duty cycle are accurately controlled with two external resistors and one capacitor. The circuit may be triggered and reset on falling waveforms, and the output circuit can source or sink up to 200mA or drive TTL circuits. Features: * Direct replacement for SE555/NE555 * Timing from microseconds through hours * Operates in both astable and monostable modes * Adjustable duty cycle * Output can source or sink 200 mA * Output and supply TTL compatible * Temperature stability better than 0. 05% per  °C * Normally on and normally off output * Available in 8-pin MSOP package Applications: * Precision timing * Pulse generation * Sequential timing * Time delay generation * Pulse width modulation * Pulse position modulation * Linear ramp generator 5. 3. 4 LTS 542 (7-Segment Display) Description: The LTS 542 is a 0. 52 inch digit height single digit seven-segment display. This device utilizes Hi-eff. Red LED chips, which are made from GaAsP on GaP substrate, and has a red face and red segment. Fi g. 4. 6 7 Segment Features: * Common Anode * 0. 52 Inch Digit Height * Continuous Uniform Segments Low power Requirement * Excellent Characters Appearance * High Brightness ; High Contrast * Wide Viewing Angle 5. 3. 5 LM7805 (Voltage Regulator) Fig. 4. 7 Voltage Regulator Description: The KA78XX/KA78XXA series of three-terminal positive regulator are available in the TO-220/D-PAK package and with several fixed output voltages, making them useful in a wide range of applications. Each type employs internal current limiting, thermal shut down and safe operating area protection, making it essentially indestructible. If adequate heat sinking is provided, they can deliver over 1A output current.Although designed primarily as fixed voltage regulators, these devices can be used with external components to obtain adjustable voltages and currents. Features: * Output Current up to 1A * Output Voltages of 5, 6, 8, 9, 10, 12, 15, 18, 24V * Thermal Overload Protection * Short Circuit Protection * Output Transistor Safe Operating Area Protection 5. 3. 6 RELAY CIRCUIT: Fig. 4. 8 Relay A single pole dabble throw (SPDT) relay is connected to port RB1 of the microcontroller through a driver transistor. The relay requires 12 volts at a current of around 100ma, which cannot provide by the microcontroller.So the driver transistor is added. The relay is used to operate the external solenoid forming part of a locking device or for operating any other electrical devices. Normally the relay remains off. As soon as pin of the microcontroller goes high, the relay operates. When the relay operates and releases. Diode D2 is the standard diode on a mechanical relay to prevent back EMF from damaging Q3 when the relay releases. LED L2 indicates relay on. CHAPTER :- 5 SOFTWARE DESIGN FLOW CHART: Start Infrared Signal Transmission Interrupted from Sensor1 Interrupted from Sensor 2 Turn On Relay Counter Incremented Counter DecrementedCounter set to 0 Relay Turn Off Turn On Light Turn Off Light F ig. 4. 7 Flow Chart * If the sensor 1 is interrupted first then the microcontroller will look for the sensor 2. And if it is interrupted then the microcontroller will increment the count and switch on the relay, if it is first time interrupted. * If the sensor 2 is interrupted first then the microcontroller will look for the sensor 1. And if it is interrupted then the microcontroller will decrement the count. * When the last person leaves the room then counter goes to 0 and that time the relay will turn off. And light will be turn off. CHAPTER :- 6 TESTING AND RESULTSTesting And Results We started our project by making power supply. That is easy for me but when we turn toward the main circuit, there are many problems and issues related to it, which we faced, like component selection, which components is better than other and its feature and cost wise a We started our project by making power supply. That is easy for me but when I turn toward the main circuit, there are many problems and issues related to it, which are I faced, like component selection, which components is better than other and its feature and cost wise also, then refer the data books and other materials related to its.I had issues with better or correct result, which I desired. And also the software problem. I also had some soldering issues which were resolved using continuity checks performed on the hardware. We had issues with better or correct result, which we desired. And also the software problem. We also had some soldering issues which were resolved using continuity checks performed on the hardware. We started testing the circuit from the power supply. There we got over first trouble. After getting 9V from the transformer it was not converted to 5V and the circuit received 9V.As the solder was shorted IC 7805 got burnt. So we replaced the IC7805. also the circuit part around the IC7805 were completely damaged.. with the help of the solder we made the necessary paths. CHAPTER :- 7 FUTURE E XPANSION FUTURE EXPANSION * By using this circuit and proper power supply we can implement various applications Such as fans, tube lights, etc. * By modifying this circuit and using two relays we can achieve a task of opening and closing the door. CHAPTER :- 8 APPLICATION, ADVANTAGES ; DISADVANTAGES APPLICATION, ADVANTAGES ; DISADVANTAGES Application * For counting purposes * For automatic room light control * Advantages * Low cost * Easy to use * Implement in single door * Disadvantages * It is used only when one single person cuts the rays of the sensor hence it cannot be used when two person cross simultaneously. CHAPTER :- 8 BIBILOGRAPHY Bibliography * Reference Books * Programming in ANSI C: E BALAGURUSAMY * The 8051microcontroller and embedded systems: MUHAMMAD ALI MAZIDI JANICE GILLISPIE MAZIDI * The 8051 microcontroller: KENNETH J. AYALA * Website * www. datasheets4u. com * www. 8051. com