Relationship between child maltreatment and youth violence

Abstract Background: The developmental relationships between child maltreatment, youth violence, and intimate partner violence (IPV) are well documented. However, very few studies document the relationship between child abuse/maltreatment and youth violence as separate entities. In the present study, the relationship between child maltreatment and youth violence is examined in the presence of other modifying socio-economic factors.Advertising We will write a custom research paper sample on Relationship between child maltreatment and youth violence specifically for you for only $16.05 $11/page Learn More Method: Using a quasi-experimental design, the present study will examine the conduct/behavior of 14,000 participants drawn from different parts of the United States. Further, the researchers will collect data from three different waves of measurements using three various forms of questionnaires. Subsequently, the data will be analyzed using the STATA SE (Version 9) software application to evaluate the impact of different kinds of child violence on the development and perpetration of youth violence in later stages of lifespan development. Results: Relative to non-victims, the results of the present study are expected to show a direct link between child maltreatment and youth violence in the presence of other modifying socio-economic factors. Furthermore, it is expected that the percentage probability that abused victims will perpetrate youth violence in the future is expected to be higher than that recorded in previous studies. Conversely, gender differences are also expected in the way males and females respond to different forms of child maltreatment in perpetrating youth violence in later stages of lifespan development. Conclusion: From the study findings, it will be apparent that there is a direct link between child maltreatment and youth violence in the presence of other modifying socio-economic factors. Introduction Literatur e Review It is certain that many socio-economic risk factors are implicated in the development and progression of youth violence. However, there are relatively few research studies documenting the impact of child maltreatment and abuse on the future perpetuation of youth violence. As a result, the present study takes a closer look into the relationship between child maltreatment and youth violence as separate entities through evaluating the cycle of violence among a specific group of participants right from preschool stage to adolescence. In this way, the study aims at providing insights into youth violence across the lifespan development process in order to inform future programs aimed at designing prevention intervention strategies for violent youth.Advertising Looking for research paper on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Accordingly, most preliminary studies have documented the relationship between child maltreat ment and youth violence in the presence of other factors such as domestic violence and intimate partner violence (IPV), and thus, locking out further investigations into the individual contribution of child maltreatment in the development of youth violence. Here, Fang and Corso (2007, p. 281) examined the development of interrelationships among different forms of child abuse, intimate partner violence (IPV), and youth violence relative to a host other factors such as contextual, family background, and socio-economic factors. The study utilizes data on self-reported incidences among participants drawn from a representative sample at a national level to analyze various developmental relationships between different variables. The study results suggest that relative to non-victims, victims experiencing child abuse/maltreatment demonstrate a higher probability toward engaging in youth violence as they grow. Further, the study notes that the likelihood that abused female children will bec ome violent youth ranges from 1.2% to about 6.6%, and for abused male children, the probability ranges from 3.7% to about 11.9% with variations occurring relative to different forms of child abuse/maltreatment (Fang Corso, 2007, pp. 281-290; ScienceDaily, 2007, p. 1 of 1). However, the study is limited in that it fails to account for the gender differences observed in youth violence among the participants. Further research documents that in the presence of domestic violence and child maltreatment, which are suspected to occur in the same social set up at the same time, there is an increased probability that children raised in violent environments will become violent youth in future (Carter, 2004, para. 1). Furthermore, Carter (2004, para. 1-10) notes that the socio-economic risk factors observed in youth violence closely resemble those observed in domestic violence and child maltreatment. This then leaves one wondering whether the relationship between child maltreatment and youth v iolence is unidirectional or multidimensional. Moreover, very few research studies document the link between child abuse and youth violence in the presence of various socio-economic risk factors and protective factors, which according to Cox, Kotch, and Everson (2003, p. 6) play a significant role in modifying the developmental relationships between child abuse/maltreatment and youth violence. Here, Cox et al. (2003, pp. 5-16) posit that various socio-economic factors such as young maternal age, low income, lack of religious intervention, low education, divorce, and separation from caregivers are implicated in child maltreatment and subsequently in youth violence among the victims rather than the non-victims.Advertising We will write a custom research paper sample on Relationship between child maltreatment and youth violence specifically for you for only $16.05 $11/page Learn More Conversely, additional studies note that in predicting youth violence, va rious factors such as the bonds between the family and children, involvement in school activities, bonds with antisocial/violent peers, and one’s perspective of the use violence provide clear insights into the link between child abuse and youth violence. Here, the study employs 457 children who are examined right from preschool stage through adolescence, and the results suggest that child abuse/maltreatment is highly mediated by different socio-economic factors, which will also influence the impact of child abuse in youth violence in later stages of lifespan development (Herrenkohl et al., 2003, pp. 1189-1208). This study employs the correct approach in examining the link between child abuse and youth violence. However, it is limited in terms of sample size since the number of participants does not reflect the status at the national level. As a result, the present study will utilize the same approach through conducting a longitudinal study involving a national representative sample of children in order to investigate the link between child maltreatment and youth violence right from preschool stage through adolescence. This study it is hypothesized that there is a direct link between child maltreatment and youth violence in the presence of various socio-economic risk factors. Further, gender differences are expected in terms of how males and females are impacted by child maltreatment as they develop into violent youth. Methodology Participants The study entails 14,000 participants (7,000 males and 7,000 females) drawn randomly from different states/schools in the United States. The eligibility of the participants depends on whether an informed consent of the parents/guardians/caregivers/teachers will be obtained since the study involves investigating/examining the conduct/behavior of the participants right from preschool level through adolescence. Design Materials The research design used in the current study is the quasi-experimental design considering that the study entails about three waves of measurements. In wave I measurements, respondents will be interviewed on the basis of a 45-item questionnaire designed to gather information regarding the individuals, their families, schools, and their communities, which will also form the basis of sampling. Subsequently, wave II measurements will entail gathering self-reported information regarding youth violence victimization relative to a 30-item questionnaire applicable to young adults. Further, in wave III measurements, researchers will embark on gathering self-reports on youth violence perpetration relative to a 30-item questionnaire applicable to young adults (Note: The questionnaires described herein are available elsewhere).Advertising Looking for research paper on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More Procedure As a noted earlier, using the questionnaires described in the foregoing discussions, researchers will conduct wave I measurements after obtaining informed consents from the participants and their caregivers who will also take part in answering questions regarding the socio-economic environments available to the participants. For instance, the researchers may wish to inquire from the respondents whether they have been slapped, kicked or left home alone when the presence of an adult is highly valued in order to rule out cases of child abuse/maltreatment. After a significant amount of time (7-8 years) has passed, the researchers will embark on interviewing the same number of respondents (14,000) from wave I in order to inquire whether they are victims or perpetrators of youth violence relative to wave II and III questionnaires. Here, it is worth noting that the researchers may wish to inquire whether the respondents have ever been involved in shooting or wounding other person s, and maybe whether they have ever pointed a gun or knife to another person. Subsequently, the statistical analyses will entail applying bivariate regression methods to investigate the link between child maltreatment and various forms of youth violence (victimization and perpetration). Additionally, the maximum likelihood methods will inform the estimation of different recursive simultaneous equations. Furthermore, the sample means will be used in determining the direct or indirect impact of a particular variable on others. Conversely, estimates of standard errors will be determined through bootstrapping techniques, especially in case one intends to determine the indirect impact of a given variable. Additionally, it is paramount to note that all the statistical analyses will be conducted using the STATA SE (Version 9) software application. Results After successful statistical analyses as described under the methodology section, it is expected that the results will coincide with oth er documented evidence, which shows a direct link between child maltreatment and youth violence in the presence of other socio-economic factors. Here, relative to non-victims, the likelihood that abused children will become violent in later stages of development is expected to be higher for both males and females compared to the one documented in previous studies considering that the current research entails a larger representative sample. Furthermore, it is expected that gender differences in perpetration and victimization of youth violence will be more apparent, with the males expected to demonstrate more effects relative to there female counterparts. Here, the study results are expected to show that males are more likely to perpetrate violence in case at any one point in their lifespan development process, they encountered child abuse/maltreatment in the presence of other modifying socio-economic factors such as domestic violence and low income. Discussions Using the experimental design described in the foregoing discussions, and comparing the data collected with other research studies, the present study results are expected to show a clear link between child maltreatment and youth violence in the presence of other modifying socio-economic factors. However, it should be noted that this is a general view regarding victims of child maltreatment as opposed to their non-victim counterparts. Further, considering that the study entails a representative sample drawing participants from different parts of the United States, the present study is more likely to reinforce the results documented by various researchers who are of the idea that the interventions aimed at preventing child maltreatment will go a long way in preventing youth violence perpetration and the subsequent IPV cases reported among different young families. On the other hand, it is essential to note that despite the study showing a direct link between child maltreatment and youth violence, there is the risk that the present study is limited in terms of addressing the direct and indirect impact of different forms of child maltreatment on the subsequent perpetration of youth violence. Here, child neglect during the early childhood stage and the subsequent physical maltreatment of victims are part of several factors implicated in youth violence perpetration in later stages of lifespan development, the gender factor not-withstanding. Therefore, the present study may fail to answer the question whether the link between childhood neglect and physical maltreatment is stronger among the males or females. As a result, future research studies should be designed in such a way that the link between the two factors is clearly examined to bring out the underlying gender factor. On the other hand, it is apparent from the discussions above that sexual abuse has not been treated as a separate entity in child maltreatment. According to Fang and Corso (2007, p. 279), the link between child sexua l abuse and the subsequent perpetration of youth violence appears to differ with the one observed in child neglect and physical maltreatment. As a result, it is expected that gender differences will arise relative to the way males and females are bound to perpetrate future youth violence in case they are sexually abused in childhood. However, the present study fails to consider this paramount factor, which leaves room for future studies aimed at examining the impact of sexual abuse on the development of youth violence as a separate entity. Overall, by looking at the individual contribution of child maltreatment in youth violence, the present study offers an in-depth insight into the significance of developing interventional strategies aimed at combating child maltreatment and youth violence in cases whereby the two appear as separate entities. In this way, the study aims at saving the community-based health professionals the additional resources channeled toward combating socio-econ omic factors that do not have any significant impact in some cases of child maltreatment and the subsequent youth violence. References Carter, J. (2004). Domestic violence, child abuse, and youth violence: Strategies for  prevention and early intervention. San Francisco, CA: Family Violence Prevention Fund. Cox, C. E., Kotch, J. B., Everson, M. D. (2003). A longitudinal study of modifying influences in the relationship between domestic violence and child maltreatment. Journal of Family Violence, 18 (1), 5-16. Fang, X., Corso, P. S. (2007). Child maltreatment, youth violence, and intimate partner violence: Developmental relationships. American Journal of Preventive Medicine, 33 (4), 281-290. Herrenkohl, T. I., Huang, B., Tajima, E. A., Whitney, S. D. (2003). Examining the link between child abuse and youth violence: An analysis of mediating mechanisms. Journal of Interpersonal Violence, 18 (10), 1189-1208. Science Daily. (2007). Victims of child maltreatment more likely to perpe trate youth  violence, intimate partner violence. Science News. Web. 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The Importance Of Determining A Plant Location The location of a plant or facility is the geographical positioning of an operation relative to the input resources and other operations or customers with which it interacts. Andrew Greasly (2003) identified three main reasons why a location decision is required. The first reason is that a new company has been created and needs a facility to manufacture products or deliver a service to its customers. The second reason is that there is a decision to relocate an existing business due to a number of factors such as the need for larger premises or to be closer to a particular customer base. The third reason is relocate into new premises in order to expand operations. Decisions with regards to where an organisation can locate its plant or facility are not taken often, however they still tend to be very important for the firms profitability and long-term survival. 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These include the nature of the labor force, proximity to suppliers and other markets, distribution and transportation costs, the availability of energy and its cost, community infrastructure, government regualtions and taxes, amongst others (Russell and Taylor, 2003). Location Strategy The facilities location problem is one of major importance in all types of business. It is important to notice the different problems that may arise whilst trying to choose a suitable location. Normally, the decision on siting proceeds in two stages: in the first, the general area is chosen; and then a detailed survey of that area is carried out to find suitable sites where the plant or facility could be located (Muhlemann, Oakland and Lockyer, 1992). However, the final decision as to where to locate a facility is made by taking into consideration more detailed requirements. The following are a number of factors which might influence the choice of location (Muhlemann, Oakland and Lockyer, 1992). Proximity to market: organisations may wish to locate their facility close to their market, to be able to lower transportation costs, and most importantly, to be able to provide their customers with a better service. If the plant or facility is located close to the customer, the organisation would be in a better position to provide just-in-time delivery, to respond to fluctuations in demand and to react to field or service problems. Availability of labour and skills: a number of geographical areas have traditional skills but it is very difficult for an organisation to find a location which has the appropriate skilled and unskilled labour, both readily available and in the desired quantities. Even so, new skills can be tought, processes simplified and key personnel moved from one area to another. Availability of amenities: organisations would prefer to locate their facilities in a location which provides good external amenities such as housing, shops, community services and communication systems. Availability of inputs: a location which is near main suppliers will help to reduce cost and allow staff to meet suppliers easily to discuss quality, technical or delivery problems, amongst others. It is also important that certain supplies which are expensive or difficult to procure by transport should be readily available in the locality. Availability of services: there are six main services which need to be considered whilst a location is being chosen namely; gas and electricity, water, drainage, disposal of waste and communications. An assessment must be made of the requirements for these, and a location which provides most or all of these services will be more attractive than another which does not. Room for expansion: organisations should leave room for expansion within the chosen location unless long term forecast convey very accurately that the plant will never have to be altered or expanded. This is often not the case and thus adequate room for expansion should be allowed. Safety requirements: certain production and manufacturing units may present potential hazards to the surrounding neighbourhood. For example certain plants such as nuclear power stations and chemical factories should be located in remote areas. Site cost: the cost of the site is a very important factor, however it is necessary to prevent immediate benefit from jeopardising the long-term plans of an organisation. Political, cultural and economic situation: it is also important to consider the political situation of potential locations. Even if other considerations demand a particular site, knowledge of the political, cultural and economic difficulties can assist in taking a number of decisions. 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Each factor is then given a weighting that conveys its importance compared with the other factors. Each location is then scored on each factor and this score is multiplied by the factor value. The alternative with the highest score is then chosen (Greasly, 2006). Locational Break-Even Analysis This technique makes use of cost-volume analysis to make an economic comparison of location alternatives. An organisation would have to identify the fixed and variable costs and graphing them for each location, thus determining which one provides the lowest cost. Locational break-even analysis may be carried out mathematically or graphically. The procedure for graphical cost-volume analysis is as follows (Falzon, 2009): Determine the fixed and variable costs for each location. Plot the total cost (i.e. the fixed + the variable) lines for the location alternatives on the graph. 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Maximum Co-ordination The layout should be designed in such a way that entry into, and disposal from, any department or functional area should be carried out in the most convenient way to the issuing and recieving departments. Maximum use of volume The facility should be considered as cubic devices and maximum use is to be made of the volume available. This principle is useful in stores, where goods can be stored at considerable heights without causing any inconvenience. Maximum visibility The authors further insists that all the workers and materials should be readily observable at all times and that there should be no hidden places into which goods or information might get misplaced and forgotten. Organisations should be careful when they make use of partitioning or screening as these may introduce undesirable segregation which reduces the effective use of floor space. Maximum accessibility The machinery, equipment and other installations should not in any way obstruct the servicing and maintenance points, which should be readily accessible at all times. Obstructing certain service points such as electricity and water mains could hinder the production process in place. Minimum distance and Material handling All movements taking place within the plant should be both necessary and direct. Handling work does add the cost but does not increase the value, thus any unecessary movement should be avoided and if present, eliminated. It is best not to handle the material and information, however if this is necessary it should be reduced to a minimum by making use of appropriate devices. Inherent Safety All processes which might constitute a danger to either the staff or customers should not be accessible to the unauthorised. Fire exists should be clearly marked with uninhibited access and pathways should be clearly defined and uncluttered. Unidirectional Flow All materials which are being used in the production process should always flow in one direction, starting from the storage, passing through all processes and facilities, and finally resulting in the finished product which is later dispatched for storage or sold directly to the customer. Management Coordination Supervision and communication should be assisted by the location of staff and communication equipment in place within the chosen layout. 2.2 Quality Management There is a widespread acceptance that organisations view quality as an important strategic core competence and a vital competitive weapon which should be used to gain a competitive advantage at the expense of rivals. Several organisations have been able to reep a number of benefits, such as substanstial cost savings and higher revenues, after implementing a quality improvement process into their operations. Subsequently, this led them to invest substantial amounts of money yearly on implementing and sustaining quality programmes and intiatives. The American National Standards Institution (ANSI) and the American Society for Quality Control (ASQC) define quality as the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs. Similarily, Feigenbaum (2005), who is an American quality control expert, has defined quality as the total composite product and service characteristics of marketing, engineering, manufacture, and maintenance through which the product and service in use will meet the expectation by the customer. Put simply, this refers to an organisations ability to manufacture a product or deliver a service which satisfy the customers requirements and needs, and which conform to specifications. Muhlemann, Oakland and Lockyer, authors of Production and Operations Management (1992), noted that organisations must be dedicated to the continous improvement of quality and must implement systematic control systems that are designed to prevent the production or delivery of products or services which do not conform to requirements. To facilitate this process, organisations should first set up a quality policy statement which describes their general quality orientation and which is used to assist as a framework for action. Once set up, top management would be required to: ensure that is it understood at all levels of the organisation; identify the needs of the organisations customers; evaluate the organisations ability to meet these needs; make sure that all the materials and services supplied fit the required standards of efficiency and performance; continously train the workforce for quality improvement; assess and monitor the quality management systems in place. 2.2.1 Quality Control and Assurance in the Conversion Process Ray Wild (2002) has noted that the capability of the conversion process directly influences the degree to which the product or service conforms to the given specification. If the conversion process is capable of producing products or services at the specified level, then the products or services are provided at the desired quality level. Once the specification of the output is known and an appropriate process is available, management must ensure that the output will conform to the specification. In order to achieve this objective Ray Wild (2002) has defined three different stages which are outlined in figure 2.1; each discussed below. Figure 2.: The stages, processes and procedures of quality control and assurance Essentials of Operations Management by Ray Wild (2002) Control of Inputs Before accepting any items as inputs, organisations must make sure that they conform to the required specifications and standards. Normally, before items are supplied to an organisation, they are subjected to some form of quality control by the supplier. The organisation might also ask its suppliers for information about the quality of the items whilst they are being prepared, ask for a copy of the final inspection documentation, or ask a third party such as an insurance company to make sure that all the items supplied conform to the required quality standards. Even so, organisations still find the need to inspect the items supplied once they are recieved and before they are inserted into the conversion process. This inspection can be carried out by either inspecting every item recieved from suppliers, or by making use of the acceptance sampling procedure, which consists of taking a random sample from a larger batch or lot of material to be inspected. Organisations might also make use of the vendor rating procedure whereby suppliers are rated by taking into account a number of quality related factors such as the percentage of acceptable items recieved in the past, the quality of the packaging, and the price. Control of Process All manufacturing organisations must make sure that appropriate inspection is carried out during operations to ensure that defective items do not proceed to the next operations, and also to predict when the process is most likely to produce faulty items so that preventive adjustments could be adopted (Ray Wild 2002). The quality control of the production process is facilitated by making use of control charts, which convey whether the process looks as though it is performing as it should, or alternatively if it is going out of control. One of the benefits of this procedure is that it helps management to take action before problems actually take place. Ray Wild (2002) also notes that organisations should establish procedures for the selection and inspection of items which are used in the conversion process, for the recording and analysis of data, scrapping of defectives, and for feedback of information. Control of Outputs Organisations must ensure that the qulity inspection of output items is carried out effectively since any undetected defective items would be passed on to the customer. The inspection of output items is normally carried out by making use of a sampling procedure, such as acceptance sampling, or by carrying out exhaustive checks. Ray Wild (2002) notes that it is vital for an organisation to have in place suitable procedures designed for the collection and retention of inspection data, for the correction, replacement or further examination of defective items, and for the adjustment or modification of either previous inspection or processing operations in order to eliminate the production of defective items. 2.2.2 HACCP Nowadays, the food industry is responsible of producing safe products and also for conveying in a transparent manner how the safety of food is being planned, controlled and assured. In order to do so, organisations in the food industry need a system which will ensure that food operations are designed to be safe and that potential hazards are taken into account (Mitchell, 1992). One such system is the Hazard Analysis of Critical Control Points which is a scientific and systematic method used to assure food safety, and a tool for the development, implementation and management of effective safety assurance procedures (Ropkins and Beck, 2000). The HACCP is known to be one of the best methods used for assuring product safety and is considered as a prerequisite for food manufacturing companies who wish to export their products into international markets. The objective of the HACCP system is to guarantee that the safe production of food by implementing a quality system which covers the complete food production chain, from the promary sector up to the final consuming of the product (Fai Pun and Bhairo-Beekhoo, 2007). It is capable of analysing the potential hazards in a food operation, identifying the points in the operation where the hazards may take place, and deciding which of these may be harmful to consumers (Mitchell, 2002). These points, which are referred to as the critical control points, are continously monitored and remedial action is effected if any of these points are not within safe limits. The HACCP is the system of choice in the management of food safety; one which is highly promoted by the food safety authorities in the United States, Canada and European Union. 2.3 Just-In-Time Scheduling 2.3.1 Scheduling in Manufacturing Decision making with regards to scheduling has become a very important factor in manufacturing as well as in service industries. Scheduling is a decision making process whereby limited resources are allocated to specific tasks over time in order to produce the desired outputs at the desired time (Psarras and Ergazakis, 2003). This process helps organisations to allocate their resources properly, which would further enable them to optimise their objectives and achieve their goals. A number of functions, conveyed in figure 2.2, must be performed whilst scheduling and controlling a production operation. Figure 2.: Functions performed in scheduling and controlling a production operation Adopted from the journal,Production scheduling in ERP systems, by Psarras Ergazakis (2003) In manufacturing systems, scheduling is highly dependent on the volume and variety mix of the manufacturing system itself. Mass process-type systems, which normally make use of a flow (product) layout where a standard item is produced in high volumes, make use of specialised equipment dedicated to achieve an optimal flow of work throughout the system (Greasly, 2006). Greasly notes that this is very important since all items follow the same sequence of operations. One of the most important objectives of a flow system is to make sure that production is kept at an equal rate in each production that takes place. This could be ensured by making use of the line balancing technique, which makes sure that the output of each production stage is equal and that all resources all fully utilised (Greasly, 2006). 2.3.2 Just-In-Time The Just-In-Time Philosophy The just-in-time philosophy originated from the Japanese auto maker Toyota after Taiichi Ohno came up with the Toyota Production System whose aim was to interface manufacturing more closely with the companys customers and suppliers. This particular philosophy is an approach to manufacturing which seeks to provide the right amount of material when it is required, which in turn leads to the reduction of work-in-progress inventories and aims to maximise productivity within the production process (Singh and Brar, 1991). The authors, Slack, Chambers and Johnston, of Operations Management (2001) defined the JIT philosophy as a disciplined approach to improving overall productivity and elimination of waste. They also state that it provides for the necessary quantity of parts at the right quality, at the right time and place, while using a minimum amount of facilities, equipment, materials and human resources. Thus, put simply the JIT system of production is one based on the philosophy of to tal elimination of waste, which seeks the utmost rationality in the way production is carried out. Bicheno (1991) further states that JIT aims to meet demand instantaneously, with perfect quality and no waste. In order to achieve this, an organisation requires a whole new approach in how it operates. Harrison (1992) identified three important issues as the core of JIT philosophy, namely the elimination of waste, the involvement of everyone and continous improvement. The following is a brief description of these three key issues (adapted from Operations Management by Andrew Greasly, 2006). Eliminate Waste Waste may be defined as any activity which does not add value to the operation. Ohno (1995) and Toyota have identified seven types of waste, which apply in many different types of operations, in both manufacturing and service industries. All of these types of wastes are displayed in figure 2.3 below. The involvement of everyone Organisations that implement a JIT system are able to create a new culture where all employees are encouraged to continously improve by coming up with ideas for improvements and by performing a range of functions. In order to involve employees as much as possible, organisations would have to provide training to staff in a wide range of areas and techniques, such as Statistical Process Control and more general problem solving techniques (Andrew Greasley 2002). Figure 2.: Types of wastes present in different types of operations Operations Management by Andrew Greasly (2002) Continuous Improvement Slack and Johnston (2001) note that JIT objectives are often expressed as ideals. Futhermore, Greasly (2002) states that through this philosophy, organisations would be able to get to these ideals of JIT by a continuous stream of improvements over time. The Benefits of Just-In-Time According to Russell and Taylor (2003), after fives years from implementing JIT a number of U.S. manufacturers were able to benefit from 90 percent reductions in manufacturing cycle time, 70 percent reductions in inventory, 50 percent reductions in labour costs, and 80 percent reductions in space requirements. These results are not achieved by each and every organisation that implements a JIT system, however JIT does provide a wide range of benefits, including: Reduced inventory Improved quality Lower costs Reduced space requirements Shorter lead time Increased productivity Greater flexibility Better relations with suppliers Simplified scheduling and control activities Better use of human resources Increased capacity More product variety 2.4 Health and Safety Management The International Labour Organisation (ILO) and the World Health Organisation (WHO) define occupational health as the promotion and maintenance of the highest degree of physical, mental and social well-being of workers in all occupations; the prevention amongst workers of departures from health caused by their working conditions; the protection of workers in their employment from risks resulting from factors adverse to health; and the placing and maintenance of the worker in an occupational environment adapted to his physiological and psychological capabilities. Many countries have introduced legislation which requires employers to manage the health and safety of their employees, and others who might be affected (Waring, 1996). To honour health and safety legislation, organisations have found it necessary to introduce active programmes of accident prevention. The preparation of a properly though-out health and safety policy, which is continously monitored, could dramatically reduce or eliminate injuries and damage to health (Muhlemann, Oakland and Lockyer, 1992). 2.4.1 Responsibilities for Safety All employees in an organisation should be active in creating and maintaining healthy and safe working conditions which are aimed to avoid accidents. Once a health and safety policy is established in an organisation, roles and responsibilities should be allocated within the management structure (Muhlemann, Oakland and Lockyer, 1992). As with other areas such as quality and production within an organisation, health and safety would only be able to progress successfully if all employees are fully co-operative and committed in doing so. A number of organisations have encouraged this total involvement by creating safety representitives, committees, and group discussions whereby all employees in a particular unit meet periodically for discussions about safety (Muhlemann, Oakland and Lockyer, 1992). 2.4.2 Planning for Safety Systematic planning is required to ensure effective planning for health and safety in all workplaces. A health and safety policy should be part of a continous review process which has no tolerance for accidents. This could only take place if the organisation in question adopts a strategy of never-ending improvement (Muhlemann, Oakland and Lockyer, 1992). It should set the scene from the top with regards to top management beliefs, intentions, priorities and requirement from managers and workforce (Waring, 1996). The overall plan should be made up of the basic elements conveyed in figure 2.4 below.

Macbeth Essay -- essays research papers

Compare and Contrast: Macbeth and Lady Macbeth Ambition, the world’s driving force to achieve their goals. Ambition is a characteristic of human nature, which, if expressed in an evil manner, can turn the entire person evil. Macbeth and Lady Macbeth are great examples of these types of people. In William Shakespeare’s Macbeth, they are torn apart due to their excessive hunger for power.   Ã‚  Ã‚  Ã‚  Ã‚  Both Macbeth and Lady Macbeth have a driving ambition that turns each of them into a spiral of guilt and evil. They are both very stubborn and set in their ways this is proven when Macbeth does not want to change his mind about killing Duncan. Their thriving ruthlessness combined is almost unstoppable, and it is their fuel to commit the terrible deeds that they do. Though they are similar in many ways, they also have many differences, which include the changing of power throughout the play. The relationship between Macbeth and Lady Macbeth is a very close but a rather strange one. There are a lot of things that Macbeth does not understand about Lady Macbeth, that she knows about him, for example, she knows his weakness of character and his strengths. At the beginning of the play Lady Macbeth is the stronger of the two. Although it was the witches who told Macbeth he will be king, it was Lady Macbeth who uses her art of persuasion, and knowledge of Macbeths weaknesses, to make him kill the king. Lady Macbeth uses persuasion, another factor that helps her over p...