Reading journal Essay Example | Topics and Well Written Essays - 500 words - 2

Reading journal - Essay Example The government sees the covering of face using veil, mask, or any other such thing as a threat to national security. The author has raised two questions for this stance of French government. First question is that whether all French people wearing masks and helmets be punished or restricted the same way as in case of veils? Second question is that will the government force the Arab tourists to bare their faces? When these questions are there, why the government is creating such a fuss for a very less number of face covering women? The answers seem to be the cultural, historical, and political facts. In the French culture, conversations between strangers and eye contact hold a key place but Muslim women do not do this because of which the French values are at risk. Sartorial rejection of French values because of veils is another reason for the government to put a ban on face covering. The author sums up the article by stating the fact that France is a country where uncovered bodies, breasts, and buttocks are cheered and celebrated. Covering the face by veil does just opposite to that because of which the government cannot allow it in any case. The issues that the article summarized above raises for me or my classroom community are personal preference and culture. For example, if I am from a culture where covering the face is essential for a woman when she is in public, then what will I do when the government will not allow me to do so? Similarly, it can be my own choice to cover my face or not. Does not it go against the self-independence or self-freedom? Although such questions can rise in the mind of any person, but the issues associated with veils, such as, threat to security cannot be ignored. Female terrorists have been reported to be using veils and burkas while carrying out the terrorist attacks in different parts of the world. They can hide their identities using veils and can carry out any violent attempt on any one. This article by

Emerging Technology Term Paper Example | Topics and Well Written Essays - 2000 words

Emerging Technology - Term Paper Example This paper talks about the meaning, history, application, and limitations among other aspects of nanotechnology. Definition, Meaning and History of Nanotechnology Nanotechnology is basically defined as engineering that deals with functional systems at a molecular scale. It can also be defined as the ability of the engineers to make new attributes by controlling features at a nanometre scale (Davies 1). This is the technology that has been used to manufacture the microsystems which have reduced voluminous devices into modern day small devices. Nanotechnology is not only able to produce small devices but also devices which produce minimal waste (Davies 1). Although nanotechnology has gained momentum in the second half of the 20th century, it was James Clerk Maxwell who first toyed with the idea in 1967 (Knol 3). He had called for an experiment of small entities with an aim of handling person molecules. Richard Adolf Zsigmondy became the first person to use nanometer to characterize par ticle sizes in 1914. Modern nanotechnology was suggested by Richard Feynman in 1959 (Knol 2). He brought forth the notion of constructing devices and machines in molecular scale. Gordon Moore went ahead to predict how modern day circuitry would look like in 1965. He did this through his rule which has been practical for 50 years. The nanotechnology applied today was defined by Tokyo Science University lecturer, Norio Taniguchi in 1974 (Knol 3). He defined nanotechnology as the process involving separation, consolidation, and deformation of supplies by use of one molecule or atom. This was followed by discoveries such as the Finns’ atomic layering process. Recognition of this process by the entire scientific community put nanotechnology on the map. Application of nanotechnology was first done by Eric Drexler, a famous nanotechnological scientist, using the idea of molecular manufacturing (Knol 4). He argued that molecules would be a tight collection of marbles if atoms were ta ken to be marbles as represented in figure 1. This saw the molecules become standard scaled tools. These nanoscale tools worked in the same way as their significant counterparts irrespective of their size. The bonds between atoms could hold them together to form parts of nano machines. Drexler had visualized that these nano bots would be used as assemblers so as to place atoms into any desired shape. Drexler went ahead to argue that coal could be modified to diamond and computer chips could be formed from sand. He also explained that the process of manufacturing goods would be quickened by reorganizing the atoms that make them. This ignited the minds of many scientist who consequently devoted their time to develop nanotechnology and its applications we they are seen today. Fig. 1: Tight collection of marbles/atoms Courtesy of hplusmagazine.com Recent Business Applications of Nanotechnology Nanotechnology has had widespread applications in all sectors of the economy. Due to its prove d success in the manufacture of nanometer scale products, it has attracted all industries. Currently, it is the leading in production and application of

E-commerce techniques used by Toyota Motor Corporation

E-commerce techniques used by Toyota Motor Corporation This report discusses the details of conducting a long-term comparison and analysis of the Automotive Industry-Covisint, specifically focusing on Toyota Motor Corporation (TMC). The purpose of this comparison and analyses is to examine e-commerce techniques used by Toyota Motor Corporation. TMC has become the worlds largest automotive manufacturer in regards to sales and production (Schmitt, 2011). With innovative developments such as QR technology and use of e-commerce practices within their corporation, Toyota has become a leader with automotive practices. The practice of e-commerce in the automotive industry has lead to increased savings, profits, and productivity. Its greatest impact within the automotive industry has been in the manufacturing process. E-commerce enables companies to alter their ways in sectors such as Supply Chain Management (SCM) and B2B transactions. Covisnt is a global wide online marketplace for the automotive industry. Ford, GM and Daimler-Chrysler launched Covisint in 1999 with intentions to become an online exchange for supply chain management participants. The online auctioning portal allowed corporations to compete for customers based on buying needs such as price, quality and delivery time. Since Toyotas formation in the 1930s, Toyota has grown to expand into international operations. Despite various obstacles such as recalls and labor disruptions, Toyota has continued to successfully increase production while making efficient decisions within their corporation. Aside from automobile technologies, TMC has also developed technologies that have grown into industries outside of the automotive sector. Such technologies include QR technology, which is a 2D barcode that contains information in both vertical and horizontal directions, unlike traditional barcodes where information is only stored in one direction. QR technology was initially designed for automobile parts tracking, but has become a common social media trait in outside companies. The Toyota Production System has also grown to become a standard in many industries. The practice of using people as people and not as machines has become a success story for Toyota, while being credited as one of factors in Toyotas succe ss. ERP technology has also been a B2B and ERP integration model that has been growing within the automotive sector. E-commerce techniques such as online auctions and paperless transactions, has lead to reduced costs and increased efficiency. The technology has demonstrated to be effective with manufacturing processes and building relationships with buyers suppliers. Aside from B2B interactions, TMC conducts B2C activities. Goals and objectives for TMC are strived towards with the use of business plans, cases, revenue models and value propositions. Identifying strategic partnerships with suppliers will further increase cost savings, create higher quality products and ensure technological advancements. Focusing on e-commerce tools such as cloud computing can be used for information exchange on a global scale. Social networking should also be invested into for global communication. With strong relationships, collaborative goals and shared vision will achieve greater profits for all participants. To ensure TMC remains the worlds largest automobile manufacturer, an investment into its forward thinking culture must be maintained. Historical Background: B2b automotive industry history of covisint Ford, GM and Daimler-Chrysler launched an online marketplace for the global automotive industry by the name of Covisint in 1999. The inintial development of Covisint was to created to act as an online exchange for manufacturers and supply chain members. Covisint encompasses three areas of the vertical buy-side e-markets including e-procurement, supply chain management and e-development. Between 2000 and 2001, manufacturers Renault, Nissan, and PSA Peugeot had joined as investors in Covisint. Also during 2001, Ford saved $70 million in procurement costs by using Covisint (Konicki, 2001). Alongside Covisint, various other e-marketplaces were being developed to source and produce goods. The competition of other e-marketplaces caused a concern for Covisint, who then rebranded its image and services as an automotive industry software solutions provider and standards body (E-Marketplace Evolution). Covisints first step in its plan was to target online auction technologies since auction-driven e-marketplaces were the most popular business-to-business purchasing technology at the time. By using online auctions, corporations had the ability to work with competing suppliers within one platform. With competition, corporations could choose the best fit for their buying needs based on price, quality and/or delivery time. Online auctioning has been credited as an evolution changer as the success for e-marketplaces are based on supplier sourcing and price negotiation. Historical Background: Toyota Motor Corporation In the early 1930s, Kiichiro Toyoda began a trip to the US to learn about the automotive industry. Upon returning home to Japan from a trip Toyoda made from the US visiting carious automotive production plants, Toyoda decided to open up an automobile division named Toyoda at his fathers loom factory. By 1935, the first vehicle prototype was created, while establishments of research centres were made by the mid 1940s. Following World War II in 1945, Toyoda was rebranded as Toyota. Rather than following the American footsteps in producing medium-large sized vehicles, Toyota decided to focus on working towards the creation of small cars. Doing so gave Toyota leverage in the automobile market as the only leader in small-sized vehicles. It was in 1949 when Toyota was confronted a labor and management conflict because of an imbalance in sales and payroll resulting in Toyota paying employees with long-term promissory notes rather than cash (History of Toyota). After the resignation of President Kiichiro Toyoda as well as the executive staff, Eiji Toyoda and Shoichi Saito replaced their positions. Both executives visited the US in anticipation of learning the ways of production in the automotive industry. Toyota discovered international growth during the 1980s when the corporation was ranked second in worldwide production levels. During the 1980s, TMC became more involved with the American culture and joined forces with General Motors to create a manufacturing firm called New United Motor Manufacturing Inc. (History of Toyota). It was also during this time when Toyota announced American production facilities as part of their expansion. In 1992, Toyota ownership was transferred to Totsuro Toyoda. TMC had experienced an economic downturn during the recession, resulting in declining profits between 1991-1994. With new ownership, programs were implemented for reducing costs in various areas by 50 percent and production costs were reduced by transferring production to oversea markets (History of Toyota). At the time Toyota president Hiroshi Okuda, introduced Toyotas New Global Business Plan as a way to place focus on innovation and international expansion (History of Toyota). Toyotas New Global Business Plan objective was to localize production, and increase market share. Aside from production facilities, Toyota demonstrated initiatives in eliminating landfill waste and regulating stricter environmental practices. With Toyotas extensive growth in international markets such as Canada, India, UK, France and Turkey and China, Toyota Motor Corporation (TMC) has grown to be one of the worlds largest automobile companies. By the year 2000, Toyota became the largest car company in Japan, while holding the 3rd position worldwide. toyota production system During the late 1950s, Taichi Ohno and Shigeo Shingo had established the Toyota Production System (ToyoLand, 2011). Also known as lean manufacturing, the Toyota Production System was based on the theory that people should be used as people and not as machinery. Its concept was based on Fords manufacturing system; Ohno and Shingo had analyzed Fords system to determine where problems were occurring. During the initial stages, Ford had a number of problems dealing with the treatment of its people as machines. The Toyota Production System is made up of Jidoka and just-in-time production (ToyoLand, 2011). As illustrated in Appendix A, the concept of Jidoka is based on automation with a human touch (Toyota, 2011). Jidoka ensures that defects do not pass through the production process, eliminating the production of defective products (ToyoLand, 2011). Just-in-time production focuses on making what is needed, when it is needed, and in the amount needed (Toyota, 2011). Reducing the amount of products in inventory not only reduces required maintenance, but also reduces capital costs and allows for ease in technological advancements. Not only has the system been effective for Toyota, it has been implemented in a range of industries around the world. QR COdes In 1994, QR Codes were developed by Denso-Wave. QR Codes were originally created for tracking automotive parts in vehicle manufacturing (Wave, 2010). Its Quick Response concept was based on 2D symbols, similar to traditional barcodes. It functioned using scanner equipment, where the information contained in the symbol was contained in both vertical and horizontal directions, whereas traditional bar codes contain data in only one direction (Wave, 2010). Presently, QR codes are used in areas beyond the vehicle manufacturing line and are implemented into a range of industries including entertainment, technology, social media, and much more. Specifically in the automotive industry, QR Codes are used as shipping labels and receipts containing customer information, product identification, shipping addresses and much more. QR Codes proved to be beneficial due to significant cost reductions and greater efficiency. how e-commerce has changed the industry The rapid advent of e-commerce has resulted in dramatic changes within the business environment. Due to the unique structure of the technologies, there are more opportunities for businesses to benefit from those advances. Using e-commerce related technologies, a businesses can reach their potential suppliers and consumers worldwide. The automotive industry has benefited significantly from the advancement of e-commerce. General Motors, one of the worlds largest automakers, traces its roots back to 1908. With its global headquarters in Detroit, GM employs 209,000 people in every major region of the world and does business in more than 120 countries (General Motors Company, 2011). The industry has come to adopt e-commerce technologies by implementing Business-to-Business, and Supply chain integration models. By using the Business-to-Business model, automotive vehicle manufacturers have achieved efficiency in their daily operations. A typical B2B transaction within the automotive industry can be illustrated by an automakers need for direct material purchases from suppliers, while also having the ability to conduct sales. After the B2B related technology has been widely implemented in the industry, automotive companies are able to save costs by eliminating paper-based systems, and reducing the usage of mailroom staff. Also B2B concepts have assisted companies reduce the potential errors made by the employees in order to improve the companys data accuracy. Without an Electronic Data Interchange (EDI) system in place, the company would face a potential loss. EDIs can define and transfer standard data without human intervention. Finally, implementing a B2B model can improve the relationship between automobile manufacturers and suppliers in order to reduce procurement costs and improve efficie ncy. For example, Ford cooperated with its competitors creating an auto-exchange website (Covisint) to assist dealers meet suppliers online. By adopting a supply chain integration model, the automotive industry is able to manage information efficiently and create a smooth flow to distributors, suppliers, internal divisions and customers. Majority of automotive manufacturers are using ERP and CRM (Customer Relationship Management) systems in addition to managing their supply chain management process. ERP (Enterprise Resource Planning) is an industry term for the broad set of activities that helps a business manages the important parts of its business (The, PP. 123). The results obtained from ERP can assist managers evaluate the companys performance and see if it meets corporate objectives. CRM is a model built to help organizations reach customers easily and receive feedback. Since this model integrates customers information to the overall enterprise, the supply chain management is improved efficiently. In the automotive industry, e-commerce platforms are commonly used for automakers to buy material online from suppliers. For instance, Ford uses the system to divide the supplier for different levels based the components of a car. When the firm needs to buy systems or seats, the firm would inform first layer suppliers through its e-procurement platform. With that methodology, Ford can improve its relationship with suppliers, save transaction costs and reduce its inventory levels. industry analysis: current possible future state Current Covisints portal allows participants such as manufacturers and suppliers to trade based on a standardized process. The goal of the Covisint is to create a standardized industry system that any manufacturer and its partners can access. In 2001, Covisint hosted 1,400 auctions, which led to over $51 billion worth of transactions (E-marketplace evolution, 2006). Covisint has currently extended its services to providing a range of applications for its customers. Unlike its original approach of creating revenues based on subscriptions and/or transactions fees from its e-marketplace, Covisint now generates revenues through its extended applications services. Design collaboration, procurement, supply chain management, quality control and portal solutions are some of the extended applications apart of Covisints growth. In order to remain ahead of competition, corporations such as Covisint have begun to increase investment budgets for B2B infrastructures. By investing into new technologies, changes in day-to-day management practices can be shifted to increase efficiency and quality. Also, investment in B2B services can increase the variety of business interactions. Foreign automobile manufacturers are also entering the automotive industry, causing a threat to older corporations, such as Toyota Motor Corporation. The automotive industry faces a large amount of competition, where many factors may influence consumer and supplier decisions. Changes in technologies impact corporations based on their situation analysis. With increased technological advancements, a company may position themselves effectively while focusing on a specific target market. porters five forces Analysis Porters Five Forces (Appendix B) are significantly affected with the advent of technology enabling business to e-business and can be examined in respect to the automotive industry. Threat of New Entrants (Low):  New entrants, specifically foreign corporations, in the automotive industry serve as a threat. With low capital, knowledge and experience, corporations face a difficulty in staying ahead of the positioning curve. Using B2B models, corporations face an easier entry point, as companies are able to outsource more easily. Bargaining power of Suppliers (Low): The power of suppliers is limited and has been determined to be in the hands of the automaker, who chooses to do business with the supplier. If the automaker were to dispose of the supplier, the supplier may be left in a troubled situation. As a result it is important as a supplier to reach and maintain demands/requirements of the purchasing partner. Bargaining power of Buyers (High): The automotive industry faces a great amount of bargaining power by buyers with their influence in automobile prices. With such a competitive market, prices are based on supply and demand. With real time access to information such as research and design, buyer power will begin to increase. Threat of Substitutes (High):  Based on the automakers target market, the threat of substitutes may be a concern. Substitutes include public transit, airplanes, or possibly a competing company who manufactures a different style automobile. Gas prices also act as an influence to substitutes, as one car may cost less than another based on fuel needs. Competitive Rivalry within the industry (Low): The automotive industry is an oligopoly, where the industry is controlled by a small group of firms/corporations. Price based competition is not the focus of competition, but emphasis in value added services have grown with automobile corporations. future possible state Businesses worldwide now use B2B e-commerce to buy over a trillion dollars in goods and services yearly (Boeth, 2009). By shifting the B2B automotive network to a cloud based environment, the future industry can expect reduced costs. Social networking tools are more readily available to help improve alliances and cooperation amongst trading partners worldwide. As technology continues to advance, communication structures enhance communication security, enabling industries such as the automotive sector to share confidential information securely. With an emphasis on an organizations bottom line structure, the practice of outsourcing operations to emerging countries such as India and China is increasing. The future success of B2B in the automotive sector rests within its ability to connect the online marketplace with Enterprise Resource Planning (ERP) systems. With the use of ERP platforms, costs an organization may incur can be reduced, while improving inventory management and developing positive global relationships around the world. toyota motor corporation: swot analysis A SWOT analysis is used to establish the efficiency of e-commerce within Toyota Motor Corporation, as well as any potential improvements that can be implemented. strengths Toyota Motor Corporation is an established international company and a manufacturing leader in the automotive industry. This allows its efforts in electronic commerce to be powerfully employed. The corporation is specialists in integrating B2B and B2C e-commerce into its business activities. The formation and employment of QR codes has provided TMC with a considerable lead in the automotive industry, ultimately decreasing costs and generating greater efficiency. The companys online showroom allows potential consumers to view the vehicles in customized forms by changing colour and allowing them to read up on added accessories and interior details. These showrooms ultimately promote purchase decisions. By using the internet, TMC has efficiently implemented online storefronts for vehicle purchasing. Toyota also has a strong system of reusing and salvaging parts through the use of e-commerce. Used parts are sold on the web through distributors, as seen in Appendix C. weaknesses Although the company has implemented online showrooms, consumers are unable to make the final purchase. The online storefront allows consumers to select and research the vehicle they wish to purchase, but cannot do so without visiting a certified dealership which they are shown at the end of their purchasing decision. There is room for more advancement in the e-commerce world by allowing consumers to search, purchase, and have a vehicle delivered to the home, ultimately eliminating the absolute need for a brick-and-mortar dealership where the purchasing process is traditionally completed. opportunities Continual international growth through e-commerce is attainable. There is demand for environmentally friendly vehicles, an area of strength for Toyota. By recognizing the extent of this demand, Toyota can use e-commerce to exploit it through online advertising and promotions (Bradbury, 2010). The internet has a great potential in reaching large audiences effectively while being efficient for both the seller and buyer, therefore marketing opportunities are forever huge. There is also room for improvement in regards to manufacturing efficiency by developing social networking concepts and mobile computing practices in order to strengthen relationships with suppliers and buyers. threats The external environment is what ultimately provides threats to any particular business, and Toyota is not an exception. These threats can fall into several categories including; reduced demand for the offered products, inability to meet consumer needs, and competition. Higher gas prices affects the demand for vehicles, making e-commerce efforts which have been promoting growth within TMC, become less effective (Bradbury, 2010). Competition in the automotive industry in respect to e-commerce is major, therefore Toyota must be sure to continuously improve and keep up-to-date with its rivals in terms of e-commerce implementation. By doing so, TMCs efforts in the e-commerce perspective will not be undermined. firm industry e-commerce effectiveness Improvements The Toyota Production System (TPS), also known as lean manufacturing, has become a system looked up to by the automotive industry and has also been implemented into a range of industries on a global scale. This lean initiative not only dominates the automotive industry but has recently has gone beyond the shop floor to white-collar offices and is even spreading to service industries (Likert, 2006). The recognition comes from the fact that with the use of TPS, Toyota continues to produce high quality vehicles faster and for less cost than most of its competition, which results in greater overall profits. They also manage more new vehicle launches annually than most of their competitors, thus creating a steady flow of high quality new products to meet consumer demand (Likert, 2006). Alan Miialty, who took over as CEO of Ford in 2006 was quoted the following about TMC, Theyre arguably the finest manufacturing company in the world, Ive been a student of the Toyota Production System for m y 37 years at Boeing. Ive been to Japan 47 times (Chappell, 2007). Underlying the Toyota Production System are the involvements of people, processes and technology. The Toyota Production System requires underlying principles that effectively integrate many aspects of the organization including people, processes and technology. Toyota is able to accomplish this by creating a learning culture across the organization to include continual, comprehensive, and coordinated effort for change and learning across the organization (Likert, 2006). The use of e-commerce initiatives has contributed to the success of the Toyota Production System. Planning Perspective CEO John Henke Jr. surveyed 231 Tier 1 suppliers, where suppliers graded six automakers based on categories such as: willingness to help suppliers cut costs, pay suppliers for cancelled programs and reward top suppliers with new business (Sherefkin, 2009). Although Toyota has always finished with top marks historically, Honda recently dethroned them in a North American survey as having the best supplier relations in the annual ranking. Honda, Toyota and Nissan remain above the industry average in supplier relations, while the Detroit 3 are below average (Sherefkin, 2009). Toyota engages e-commerce tools such as Covisint to emphasize its relationship management with its suppliers. As studies have shown, large hub firms are able to exercise power over their tier 1 (direct) suppliers (spoke firms) with an estimated 80% to 90% of tier 1 suppliers receiving or using EDI i n Australia (Tanewski et al., 2003). Although Covisint has focused on using XML Technology rather EDI (Tierney, 2004), the examples from Australia show the willingness of business-to-business e-commerce with both OEM manufacturers and suppliers. The use of Covisint allows Toyota to share information electronically with its tier 1 suppliers with lower transaction cost, therefore maintaining its lean production system. The transaction cost perspective is that the firm focus on more than just production costs, but also the associated transaction costs to do business, which include all search and information costs, as well as the costs of monitoring and enforcing contractual performance (Robins, 1987: 69). Prior to the development of Covisint, suppliers were using multiple software packages and file exchange formats to communicate with the different OEM manufacturers for engineering design information (Tanewski et al, 2003). This problem was addressed within the framework of Covisint en suring the benefits of this e-commerce exchange to be benefitted by all its members. Suppliers like Denso, makers of components for fuel saving hybrids, have also flourished due to their cooperation with of Toyota and will likely continue as they strive to become more of a global player. President Koichi Fukaya of Denso recently stated, Its Toyota first, Toyota is our biggest shareholder and originally like our father. Toyota holds a 21 percent stake in Denso and accounts for half of the auto suppliers sales (Greimel, 2007). Keeping close contact with trading-partners like suppliers and information systems portals like Covisint, as well as industry groups has been extremely helpful for manufacturers to lower its costs. Only in this way can manufacturer avoid very costly or rush projects necessary to stay in step with the industry and its customers (Piszczalski, 2003). Covisint has capitalized with the use of the internet to ensure these multi-million dollar auctions run more efficiently. By utilizing the internet compared to traditional fax machine based communicatio n, online auctions can be finished in as little as 10 minutes. Typically, Covisints average auction lasts about 45 minutes, and allows suppliers to instantly see what others are bidding so they know how much to adjust their own price (Loftus, 2002). The ability to see the pricing of other suppliers have both positive and negative impact, as the speed of these auctions, suppliers are warned to know what their lowest possible bid will be before an auctionà ¢Ã¢â€š ¬Ã‚ ¦ as there is hardly enough time to crunch the numbers if the prep work hasnt been done (Loftus, 2002). Significant savings can be realized by Toyota through the online auction function, as well as the progression into paperless purchasing transactions. In 2001, Ford revealed that it had conducted 65 online auctions for the year. The auctions helped Ford save about 19 percent, or $38 million, on purchases worth $200 million (Sedgwick, 2001). The growth of Covisint will only help facilitate greater cooperation and adaptation from both OEM manufacturers and its suppliers in all tier levels. In turn all the manufacturers involved, including Toyota, will realize greater profitability and faster production time. Toyota Motor corporation: e-commerce key concepts Toyota Motor Corporation has exemplified in the field of e-commerce. The corporation has implemented e-commerce concepts targeted towards maintaining strong relationships with their consumers, suppliers, and buyers. TMC has included B2B as well as B2C uses in their e-commerce activities. With the use of business plans, business cases, revenue models and value propositions, TMC has strived towards achieving business goals, benefits, and revenue growth. Aside from Toyotas involvement in Covisint, Toyota has generated their own line of electronic marketplaces targeted for private, public, and consortia sources. Toyotas involvement in business-to-business e-commerce includes transactions for direct materials. Common direct materials purchased and supplied by Toyota include automotive parts for the production of vehicles. Toyotas e-commerce trades are based on vertical marketplaces as they are dealt with only the automotive industry. In the year 2000, Toyota Motor Corporation announced that they would not conduct affiliated e-commerce practices. Based on Toyotas marketplace position, the internet as a middleman was not required, rather they would pursue in the intention of independent business-to-consumer e-commerce activities (Greenberg, 2000). The e-Toyota division was created in January 2002 with intentions of strengthening Toyotas B2C relationship. e-Toyotas components included TID (Toyota Internet Drive) and GAZOO.com (Fujitsu). An illustration of TID can be found in Appendix D. GAzzo.com Toyotas approach of business-to-consumer activities increased during the launch of GAZOO.com. GAZOO, an independent B2C website created by Toyota, was targeted towards prospective and current Toyota consumers. The website offers browsers e-tailing, internet malls, communication forums, vehicle information and much more (Toyota, 2002). Its plans included expanding into online brokering, financing, insurance, and dealers for future automobile purchases. GAZOO developers focused on creating a membership based website, where users obtained free membership by trading personal information. Based on data-mining techniques, Toyota discovered that 13.6 percent of website visitors purchased a Toyota vehicle within 6 months of accessing the webpage (Greenberg, 2000). Towards the end of the year 2000, GAZOOs membership numbers hiked to approximately one million, from its previous 430,000 in the end of 1999. Projected e-commerce revenues by 2003 were US$5billion (Greenberg, 2000). environmental initiative Toyota does not come short when working towards saving the environment. In 2001 Toyota announced their newest B2B e-commerce program. With the use of exchanges and auctioning, Toyotas recycling initiative introduced its promotion for reusing repaired/replaced automotive parts (Toyota, 2011). Used parts are sold nationwide online through part distributers. Appendix C illustrates Toyotas strategy in using e-commerce as part of its recycling initiative. G-book The development of Toyotas G-BOOK in Japan, which was based off of GAZOO, enabled subscribers to connect with navigation, news, weather, entertainment and much more (Toyota, 2002). G-BOOKs design provided information through wireless terminals connected to the Toyota vehicle internally. The technology was later introduced in both Toyota and Lexus line of vehicles. Its e-commerce component included its storefront for purchasing merchandise from GAZOOs Internet mall. e-crb (customer relationship building) Toyota Motor Corporation announced in e-CRB (customer relationship building) in 2004, serving as an e-commerce version for CRM (customer relationship management) (Toyota, 2004). The initiative was based on the G-BOOK technology. The objective of e-CRB was defined as improving the customer service relationships between dealers and consumers. e-CRB focused on improving customer service between the two parties, no matter their location in the world. Community activities Toyota Motor Corporation stands strong behind their motto Make Things Better (Toyota, 2011). Online and offline, Toyota has continued to portray a positive image in involvement in a range of activities affecting the future of the well being of others. According to Toyota Motor Corporations corporate website, the following are examples of Toyotas community involvements: Educational Contributions (ie. Scholarships, improvements) Safety Contributions (Rehabilitation clinics) Special Olympics Canada National Games Environmental Initiatives Volunteering Conclusion This

Yamaha YZF R6 :: essays research papers

Some people may define this disease as a â€Å"need for speed†; the adrenaline shock which pulls you closer to it like magnets attracting and forcing you nearer. A secret obsession sparked on and revved up. Redlining the velocity of your heart burning out through each sufferer’s eyes set gazing at the perfect motorcycle a Yamaha R6. When you first look at the bike you immediately picture yourself on it. The coolness factor skyrockets. Bent towards you are the handlebars and at either end silver shiny levers on top of the warm fitted handles. A perfect fit for anyone’s anxious hands. You’ll probably catch a glimpse of yourself as a shimmering, twinkling eyes is seen in the rearview mirrors just behind the windshield. It’s small, sleek and swoops to the back of the bike. Below are housed crisp headlights; halogen beams casting daylight in front. A whirlwind of wheels with dipped chrome rims hold the bike and its counterparts. Flat smooth tred is wrapped around them eight inches in width. A concave padded seat spills latex liner over the entire top of the motorcycle. This leads to the back brake lamp that drops off at a point. All over, stickers sport Yamaha, YZF and R6 modesty aside. Plastics cover the intricacy of the engine, with thick, smooth fittings. Vents are sliced into the plastics bel ow the bulging gas tank following the indents for knees to hug each side of the motorcycle snuggly. On the bottom left side of the bike you will find the gear pedal, the foot brake opposing. These stick out like thorns, gouging the rubber of your shoes stuck stiffly to their surface. Popin’ off the engine invokes your nostrils with a warm mixture of oil and gas. A mild head rush to increase the already trembling presence of power. Generously flood the carburetor with fuel to burn a musty whiff out the wobbling muffler rumbling thunderously. A clean idle pants softly gurgling within. Inside your helmet heavy breath fills, humidifying and raising your body temperature. Open the visor to feel the rush of cool oxygen streaming around your face. The longer your mounted above the motorcycle the warmer the insides of your legs become. Reverse sensations occur whether stationary or in motion. When stood still the heat becoming of the engine intensifies letting the mild breeze cool the exposed skin. While in motion the chilly air greets you leaving the motorcycle to warm you up.

Separation of Eddy Current and Hysteresis Losses

Laboratory Report Assignment N. 2 Separation of Eddy Current and Hysteresis Losses Instructor Name:  Ã‚  Ã‚   Dr. Walid Hubbi By: Dante Castillo Mordechi Dahan Haley Kim November 21, 2010 ECE 494 A -102 Electrical Engineering Lab Ill Table of Contents Objectives3 Equipment and Parts4 Equipment and parts ratings5 Procedure6 Final Connection Diagram7 Data Sheets8 Computations and Results10 Curves14 Analysis20 Discussion27 Conclusion28 Appendix29 Bibliography34 ObjectivesInitially, the purpose of this laboratory experiment was to separate the eddy-current and hysteresis losses at various frequencies and flux densities utilizing the Epstein Core Loss Testing equipment. However, due to technical difficulties encountered when using the watt-meters, and time constraints, we were unable to finish the experiment. Our professor acknowledging the fact that it was not our fault changed the objective of the experiment to the following: * To experimentally determine the inductance value of an in ductor with and without a magnetic core. * To experimentally determine the total loss in the core of the transformer.Equipment and Parts * 1 low-power-factor (LPF) watt-meter * 2 digital multi-meters * 1 Epstein piece of test equipment * Single-phase variac Equipment and parts ratings Multimeters: Alpa 90 Series Multimeter APPA-95 Serial No. 81601112 Wattmetters:Hampden Model: ACWM-100-2 Single-phase variac:Part Number: B2E 0-100 Model: N/A (LPF) Watt-meter: Part Number: 43284 Model: PY5 Epstein test equipment: Part Number: N/A Model: N/A Procedure The procedure for this laboratory experiment consists of two phases: A. Watt-meters accuracy determination -Recording applied voltage -Measuring current flowing into test circuit Plotting relative error vs. voltage applied B. Determination of Inductance value for inductor w/ and w/o a magnetic core -Measuring the resistance value of the inductor -Recording applied voltages and measuring current flowing into the circuit If part A of the ab ove described procedure had been successful, we would have followed the following set of instructions: 1. Complete table 2. 1 using (2. 10) 2. Connect the circuit as shown in figure 2. 1 3. Connect the power supply from the bench panel to the INPUT of the single phase variac and connect the OUTPUT of the variac to the circuit. 4.Wait for the instructor to adjust the frequency and maximum output voltage available for your panel. 5. Adjust the variac to obtain voltages Es as calculated in table 2. 1. For each applied voltage, measure and record Es and W in table 2. 2. The above sets of instructions make references to the manual of our course. Final Connection Diagram Figure 1: Circuit for Epstein core loss test set-up The above diagrams were obtained from the section that describes the experiment in the student manual. Data Sheets Part 1: Experimentally Determining the Inductance Value of Inductor Table 1: Measurements obtained without magnetic coreInductor Without Magnetic Core| V [V ]| I [A]| Z [ohm]| P [W]| 20| 1. 397| 14. 31639| 27. 94| 10| 0. 78| 12. 82051| 7. 8| 15| 1. 067| 14. 05811| 16. 005| Table 2: Measurements obtained with magnetic core Inductor With Magnetic Core| V [V]| I [A]| Z [ohm]| P [W]| 10. 2| 0. 188| 54. 25532| 1. 9176| 15. 1| 0. 269| 56. 13383| 4. 0619| 20| 0. 35| 57. 14286| 7| Part 2: Experimentally Determining Losses in the Core of the Epstein Testing Equipment Table 3: Core loss data provided by instructor | f=30 Hz| f=40 Hz| f=50 Hz| f=60 Hz| Bm| Es [Volts]| W [Watts]| Es [Volts]| W [Watts]| Es [Volts]| W [Watts]| Es [Volts]| W [Watts]| 0. | 20. 8| 1. 0| 27. 7| 1. 5| 34. 6| 3. 0| 41. 5| 3. 8| 0. 6| 31. 1| 2. 5| 41. 5| 4. 5| 51. 9| 6. 0| 62. 3| 7. 5| 0. 8| 41. 5| 4. 5| 55. 4| 7. 4| 69. 2| 11. 3| 83. 0| 15. 0| 1. 0| 51. 9| 7. 0| 69. 2| 11. 5| 86. 5| 16. 8| 103. 6| 21. 3| 1. 2| 62. 3| 10. 4| 83. 0| 16. 2| 103. 8| 22. 5| 124. 5| 33. 8| Table 4: Calculated values of Es for different values of Bm Es=1. 73*f*Bm| Bm| f=30 Hz| f=40 Hz| f=50 Hz| f =60 Hz| 0. 4| 20. 76| 27. 68| 34. 6| 41. 52| 0. 6| 31. 14| 41. 52| 51. 9| 62. 28| 0. 8| 41. 52| 55. 36| 69. 2| 83. 04| 1| 51. 9| 69. 2| 86. 5| 103. 8| 1. 2| 62. 28| 83. 04| 103. 8| 124. 56| Computations and ResultsPart 1: Experimentally Determining the Inductance Value of Inductor Table 5: Calculating values of inductances with and without magnetic core Calculating Inductances| Resistance [ohm]| 2. 50| Impedence w/o Magnetic Core (mean) [ohm]| 13. 73| Impedence w/ Magnetic Core (mean) [ohm]| 55. 84| Reactance w/o Magnetic Core [ohm]| 13. 50| Reactance w/ Magnetic Core [ohm]| 55. 79| Inductance w/o Magnetic Core [henry]| 0. 04| Inductance w/ Magnetic Core [henry]| 0. 15| The values in Table 4 were calculated using the following formulas: Z=VI Z=R+jX X=Z2-R2 L=X2 60 Part 2: Experimentally Determining Losses in the Core of the Epstein TestingEquipment Table 5: Calculation of hysteresis and Eddy-current losses Table 2. 3: Data Sheet for Eddy-Current and Hysteresis Losses|   | f=30 Hz| f=40 Hz| f=50 Hz| f=60 Hz| Bm| slope| y-intercept| Pe [W]| Ph [W]| Pe [W]| Ph [W]| Pe [W]| Ph [W]| Pe [W]| Ph [W]| 0. 4| 0. 0011| -0. 0021| 1. 01| 0. 06| 1. 80| 0. 08| 2. 81| 0. 10| 4. 05| 0. 12| 0. 6| 0. 0013| 0. 0506| 1. 19| 1. 52| 2. 12| 2. 02| 3. 31| 2. 53| 4. 77| 3. 03| 0. 8| 0. 0034| 0. 0493| 3. 07| 1. 48| 5. 46| 1. 97| 8. 53| 2. 47| 12. 28| 2. 96| 1. 0| 0. 0041| 0. 1169| 3. 72| 3. 51| 6. 62| 4. 68| 10. 34| 5. 85| 14. 89| 7. 01| 1. 2| 0. 0070| 0. 1285| 6. 6| 3. 86| 11. 12| 5. 14| 17. 38| 6. 43| 25. 02| 7. 71| Table 6: Calculation of relative error between measure core loss and the sum of the calculated hysteresis and Eddy-current losses at f=30 Hz W=Pe+Ph @ f=30 Hz| W [Watts]| Pe [Watts]| Ph [Watts]| Pe+Ph| Rel. Error| 1. 0| 1. 0125| 0. 0625| 1. 075| 7. 50%| 2. 5| 1. 1925| 1. 5174| 2. 7099| 8. 40%| 4. 5| 3. 069| 1. 479| 4. 548| 1. 07%| 7. 0| 3. 7215| 3. 507| 7. 2285| 3. 26%| 10. 4| 6. 255| 3. 855| 10. 11| 2. 79%| Table 7: Calculation of relative error between measure core los s and the sum of the calculated hysteresis and Eddy-current losses at f=40 HzW=Pe+Ph @ f=40 Hz| W [Watts]| Pe [Watts]| Ph [Watts]| Pe+Ph| Rel. Error| 1. 5| 1. 8| 0. 0833| 1. 8833| 25. 55%| 4. 5| 2. 12| 2. 0232| 4. 1432| 7. 93%| 7. 4| 5. 456| 1. 972| 7. 428| 0. 38%| 11. 5| 6. 616| 4. 676| 11. 292| 1. 81%| 16. 2| 11. 12| 5. 14| 16. 26| 0. 37%| Table 8: Calculation of relative error between measure core loss and the sum of the calculated hysteresis and Eddy-current losses at f=50 Hz W=Pe+Ph @ f=50 Hz| W [Watts]| Pe [Watts]| Ph [Watts]| Pe+Ph| Rel. Error| 3. 0| 2. 8125| 0. 1042| 2. 9167| 2. 78%| 6. 0| 3. 3125| 2. 529| 5. 8415| 2. 64%| 11. 3| 8. 525| 2. 465| 10. 99| 2. 1%| 16. 8| 10. 3375| 5. 845| 16. 1825| 3. 39%| 22. 5| 17. 375| 6. 425| 23. 8| 5. 78%| Table 9: Calculation of relative error between measure core loss and the sum of the calculated hysteresis and Eddy-current losses at f=60 Hz W=Pe+Ph @ f=60 Hz| W [Watts]| Pe [Watts]| Ph [Watts]| Pe+Ph| Rel. Error| 3. 8| 4. 05| 0. 125| 4. 175| 11. 33%| 7. 5| 4. 77| 3. 0348| 7. 8048| 4. 06%| 15. 0| 12. 276| 2. 958| 15. 234| 1. 56%| 21. 3| 14. 886| 7. 014| 21. 9| 3. 06%| 33. 8| 25. 02| 7. 71| 32. 73| 3. 02%| Curves Figure 1: Power ratio vs. frequency for Bm=0. 4 Figure 2: Power ratio vs. frequency for Bm=0. 6Figure 3: Power ratio vs. frequency for Bm=0. 8 Figure 4: Power ratio vs. frequency for Bm=1. 0 Figure 5: Power ratio vs. frequency for Bm=1. 2 Figure 6: Plot of the log of normalized hysteresis loss vs. log of magnetic flux density Figure 7: Plot of the log of normalized Eddy-current loss vs. log of magnetic flux density Figure 8: Plot of Kg core loss vs. frequency Figure 9: Plot of hysteresis power loss vs. frequency for different values of Bm Figure 10: Plot of Eddy-current power loss vs. frequency for different values of Bm Analysis Figure 11: Linear fit through power frequency ratio vs. requency for Bm=0. 4 The plot in Figure 6 was generated using Matlab’s curve fitting tool. In addition, in order to ob tain the straight line displayed in figure 6, an exclusion rule was created in which the data points in the middle were ignored. The slope and the y-intercept of the line are p1 and p2 respectively. y=mx+b fx=p1x+p2 m=p1=0. 001125 b=p2=-0. 002083 Figure 12: Linear fit through power frequency ratio vs. frequency for Bm=0. 6 The plot in figure 7 was generated in the same manner as the plot in figure 6. The slope and y-intercept obtained for this case are: m=p1=0. 001325 b=p2=0. 5058 Figure 13: Linear fit through power frequency ratio vs. frequency for Bm=0. 8 For the linear fit displayed in figure 8, no exclusion was used. The data points were well behaved; therefore the exclusion was not necessary. The slope and y-intercept are the following: m=p1=0. 00341 b=p2=0. 0493 Figure 14: Linear fit through power frequency ratio vs. frequency for Bm=1. 0 The use of exclusions was not necessary for this particular fit. The slope and y-intercept are listed below: m=p1=0. 004135 b=p2=0. 1169 Fig ure 15: Linear fit through power frequency ratio vs. frequency for Bm=1. 2The use of exclusions was not necessary for this particular fit. The slope and y-intercept are listed below: m=p1=0. 00695 b=p2=0. 1285 Figure 16: Linear fit through log (Kh*Bm^n) vs. log Bm For the plot in figure 11, exclusion was created to ignore the value in the bottom left corner. This was done because this value was negative which implies that the hysteresis loss had to be negative, and this result did not make sense. The slope of this straight line represents the exponent n and the y intercept represents log(Kh). b=logKh>Kh=10b=10-1. 014=0. 097 n=m=1. 554 Figure 17: Linear fit through log (Ke*Bm^2) vs. og Bm No exclusion rule was necessary to perform the linear fit through the data points. b=logKe>Ke=10b=0. 004487 Discussion 1. Discuss how eddy-current losses and hysteresis losses can be reduced in a transformer core. To reduce eddy-currents, the armature and field cores are constructed from laminated s teel sheets. The laminated sheets are insulated from one another so that current cannot flow from one sheet to the other. To   reduce   hysteresis   losses,   most   DC   armatures   are   constructed   of   heat-treated   silicon   steel, which has an inherently low hysteresis loss. . Using the hysteresis loss data, compute the value for the constant n. n=1. 554 The details of how this parameter was computed are under the analysis section. 3. Explain why the wattmeter voltage coil must be connected across the secondary winding terminals. The watt-meter voltage coil must be connected across the secondary winding terminals because the whole purpose of this experiment is to measure and separate the losses that occur in the core of a transformer, and connecting the potential coil to the secondary is the only way of measuring the loss.Recall that in an ideal transformer P into the primary is equal to P out of the secondary, but in reality, P into the primary is n ot equal to P out of the secondary. This is due to the core losses that we want to measure in this experiment. Conclusion I believe that this laboratory experiment was successful because the objectives of both part 1 and 2 were fulfilled, namely, to experimentally determine the inductance value of an inductor with and without a magnetic core and to separate the core losses into Hysteresis and Eddy-current losses.The inductance values were determined and the values obtained made sense. As expected the inductance of an inductor without the addition of a magnetic core was less than that of an inductor with a magnetic core. Furthermore, part 2 of this experiment was successful in the sense that after our professor provided us with the necessary measurement values, meaningful data analysis and calculations were made possible. The data obtained using matlab’s curve fitting toolbox made physical sense and allowed us to plot several required graphs.Even though analyzing the first set of values our professor provided us with was very difficult and time consuming, after receiving an email with more detailed information on how to analyze the data provided to us, we were able to get the job done. In addition to fulfilling the goals of this experiment, I consider this laboratory was even more of a success because it provided us with the opportunity of using matlab for data analysis and visualization. I know this is a valuable skill to mastery over. Appendix Matlab Code used to generate plots and the linear fits %% Defining range of variables Bm=[0. 4:. 2:1. ]; % Maximum magnetic flux density f=[30:10:60]; % range of frequencies in Hz Es1=[20. 8 31. 1 41. 5 51. 9 62. 3]; % Induced voltage on the secundary @ 30 Hz Es2=[27. 7 41. 5 55. 4 69. 2 83. 0]; % Induced voltage on the secundary @ 40 Hz Es3=[34. 6 51. 9 69. 2 86. 5 103. 8]; % Induced voltage on the secundary @ 50 Hz Es4=[41. 5 62. 3 83. 0 103. 6 124. 5]; % Induced voltage on the secundary @ 60 Hz W1=[1 2. 5 4. 5 7 10. 4]; % Power loss in the core @ 30 Hz W2=[1. 5 4. 5 7. 4 11. 5 16. 2]; % Power loss in the core @ 40 Hz W3=[3 6 11. 3 16. 8 22. ]; % Power loss in the core @ 50 Hz W4=[3. 8 7. 5 15. 0 21. 3 33. 8]; % Power loss in the core @ 60 Hz W=[W1†² W2†² W3†² W4†²]; % Power loss for all frequencies W_f1=W(1,:). /f; % Power to frequency ratio for Bm=0. 4 W_f2=W(2,:). /f; % Power to frequency ratio for Bm=0. 6 W_f3=W(3,:). /f; % Power to frequency ratio for Bm=0. 8 W_f4=W(4,:). /f; % Power to frequency ratio for Bm=1 W_f5=W(5,:). /f; % Power to frequency ratio for Bm=1. 2 %% Generating plots of W/f vs frequency for diffrent values of Bm Plotting W/f vs. frequency for Bm=0. 4 plot(f,W_f1,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Ratio [W/Hz]'); grid on; title(‘Power Ratio vs. Frequency For Bm=0. 4†²); % Plotting W/f vs. frequency for Bm=0. 6 figure(2); plot(f,W_f2,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(â €˜Power Ratio [W/Hz]'); grid on; title(‘Power Ratio vs. Frequency For Bm=0. 6†²); % Plotting W/f vs. frequency for Bm=0. 8 figure(3); plot(f,W_f3,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Ratio [W/Hz]'); grid on; title(‘Power Ratio vs. Frequency For Bm=0. 8†²); % Plotting W/f vs. frequency for Bm=1. figure(4); plot(f,W_f4,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Ratio [W/Hz]'); grid on; title(‘Power Ratio vs. Frequency For Bm=1. 0†²); % Plotting W/f vs. frequency for Bm=1. 2 figure(5); plot(f,W_f5,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Ratio [W/Hz]'); grid on; title(‘Power Ratio vs. Frequency For Bm=1. 2†²); %% Obtaining Kh and n b=[-0. 002083 0. 05058 0. 0493 0. 1169 0. 1285]; % b=Kh*Bm^n log_b=log10(abs(b)); % Computing the log of magnitude of b( y-intercept) log_Bm=log10(Bm); % Computing the log of Bm Plotting log(Kh*Bm^n) vs. log(B m) figure(6); plot(log_Bm,log_b,'rX','MarkerSize',12); xlabel(‘log(Bm)'); ylabel(‘log(Kh*Bm^n)'); grid on; title(‘Log of Normalized Hysteresis Loss vs. Log of Magnetic Flux Density'); %% Obtaining Ke m=[0. 001125 0. 001325 0. 00341 0. 004135 0. 00695]; % m=Ke*Bm^2 log_m=log10(m); % Computing the log of m% Plotting log(Ke*Bm^2) vs. log(Bm) figure(7); plot(log_Bm,log_m,'rX','MarkerSize',12); xlabel(‘log(Bm)'); ylabel(‘log(Ke*Bm^2)'); grid on; title(‘Log of Normalized Eddy-Current Loss vs. Log of Magnetic Flux Density'); % Plotting W/10 vs. frequency at different values of Bm PLD1=W(1,:). /10; % Power Loss Density for Bm=0. 4 PLD2=W(2,:). /10; % Power Loss Density for Bm=0. 6 PLD3=W(3,:). /10; % Power Loss Density for Bm=0. 8 PLD4=W(4,:). /10; % Power Loss Density for Bm=1. 0 PLD5=W(5,:). /10; % Power Loss Density for Bm=1. 2 figure(8); plot(f,PLD1,'rX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Loss Density [W/Kg]'); grid on; title(‘Power Loss Density vs. Frequency'); old; plot(f,PLD2,'bX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Loss Density [W/Kg]'); grid on; title(‘Power Loss Density vs. Frequency'); plot(f,PLD3,'kX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Loss Density [W/Kg]'); grid on; title(‘Power Loss Density vs. Frequency'); plot(f,PLD4,'mX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Loss Density [W/Kg]'); grid on; title(‘Power Loss Density vs. Frequency'); plot(f,PLD5,'gX','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Power Loss Density [W/Kg]'); grid on; title(‘Power Loss Density vs.Frequency');legend(‘Bm=0. 4†²,'Bm=0. 6', ‘Bm=0. 8', ‘Bm=1. 0', ‘Bm=1. 2†²); %% Defining Ph and Pe Ph=abs(f'*b); Pe=abs(((f'). ^2)*m); %% Plotting Ph for different values of frequency % For Bm=0. 4 figure(9); plot(f,Ph(:,1),'r','MarkerSize',12); xl abel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=0. 6 hold; plot(f,Ph(:,2),'k','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=0. 8 lot(f,Ph(:,3),'g','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=1. 0 plot(f,Ph(:,4),'b','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=1. 0 plot(f,Ph(:,5),'c','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); legend(‘Bm=0. 4†²,'Bm=0. 6', ‘Bm=0. 8', ‘Bm=1. 0', ‘Bm=1. 2†²); % Plotting P e vs frequency for different values of Bm % For Bm=0. 4 figure(9); plot(f,Pe(:,1),'r','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=0. 6 hold; plot(f,Pe(:,2),'k','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=0. 8 plot(f,Pe(:,3),'g','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); For Bm=1. 0 plot(f,Pe(:,4),'b','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Hysteresis Power Loss [W]'); grid on; title(‘Hysteresis Power Loss vs. Frequency'); % For Bm=1. 0 plot(f,Pe(:,5),'c','MarkerSize',12); xlabel(‘Frequency [Hz]'); ylabel(‘Eddy-Current Power Loss [W]'); grid on; title(‘Eddy-Current Power Loss vs. Frequency'); l egend(‘Bm=0. 4†²,'Bm=0. 6', ‘Bm=0. 8', ‘Bm=1. 0', ‘Bm=1. 2'); Bibliography Chapman, Stephen J. Electric Machinery Fundamentals. Maidenhead: McGraw-Hill Education, 2005. Print. http://www. tpub. com/content/doe/h1011v2/css/h1011v2_89. htm

Financial and Non Financial Incentives Essay

â€Å"Incentives are nothing but the inducements provided to employees in order to motivate them† What motivates an employee to exceeding levels of performance? Performance is driven by motivation and motivation is driven by rewards or incentives. Incentives are the chief source of motivating people and is the key driver of employee behavior, effort and motivation. When we explore the Maslow theory we see that incentives also play a role in satisfying the social, psychological and security needs of an individual. Employee motivation, linked to both financial and non financial incentives, is essential to success in any organization and if you fail to get this right then there will be a big price to pay. Get it right and the spin offs are huge, staff retention, company loyalty and a productive workforce, and that definitely has a positive effect on the bottom line. So how exactly do you keep your staff motivated? Answer is simple, incentivize them! We can differentiate between two types of incentive; there are financial and non financial incentives. These incentives appeal to either the extrinsic nature or the intrinsic nature of an individual. Intrinsic motivators come from within the individual and they are not concerned with money, their motivation stems from completing the task itself rather than the rewards of completing the task. Extrinsic motivators come from the outside and are external e.g. salaries, wages. These individuals do not get pleasure from doing the task itself but will be more motivated by the reward of completing the task. Financial Incentives appeal to the extrinsic nature of a person and are proven to be the most commonly used form of incentives, it is a form of monetary value, salaries, wages, bonuses, commissions, share plans etc are all examples of financial incentives.