Iso 9001 Quality Management System Essay Example

Iso 9001 Quality Management System Essay EME2036 MANUFACTURING AND OPERATIONS MANAGEMENT Lecturer: MR JAMIL BIN HASHIM Title: 17. ISO 9001 Quality Management System Trimester 3 2010/11 No| Name| Id| 1| CHUAH KIM SAN| | 2| SOON JAN FEI| | 3| CHAN JUN YU| | 4| KOK ZIH FONG| | 5| TAN WEN JUN| | | | | | | | Title: ISO 9001 Quality Management System Acknowledgements We would like to thank our Manufacturing and Operations Management lecturers, Mr Jamil bin Hasim and Ms How Heoy Geok for all the patience and guidance given to us throughout our research. Besides that, thanks to each group members for their precious time and fantastic team work. They were present in every meeting, dedicated in gathering information, and diligent in writing the report. Last but not least, thanks our parents for having faith in us as well as friends who supported us all the way. Thank you from the bottom of our heart. Abstract Our group consists of 5 members and we choose to study and analyze ISO 9001 Quality Management System. The purpose of this research is to learn more about ISO 9001 Quality Management System. First, we introduce what is ISO 9001 Quality Management System. Next, we expound the concept of the topic. Then, we discuss the implementation issues and its applicability thoroughly. In addition, the benefits are included in this report. Finally, we conclude what do we learned from this research assignment. We obtained information mainly from International Standard Organization (ISO) main website. We will write a custom essay sample on Iso 9001 Quality Management System specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Iso 9001 Quality Management System specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Iso 9001 Quality Management System specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Besides that, we searched related journals from MMU Library Website data base. We also included the citations from various related journals. Introduction ISO 9001 is an international quality certification that defines minimum requirements for a companys Quality Management System (QMS). A companys QMS comprises the organizations policies, procedures and other internal requirements that ensure customer requirements are met with consistency resulting in customer satisfaction. Some of the areas of the company within the scope of ISO 9001 include: * Customer contracts * Hiring and employee training * Design and development of products and services * Production and delivery of products and services * Selection and managing of suppliers| * Management responsibility * Internal quality audits * Monitoring and measuring * Continual improvement * Corrective and preventive action| To receive an ISO 9001 certification a company must put the required QMS processes and controls in place, monitor performance of its processes and demonstrate continual improvement. Most companies hire an experienced consulting firm to assist with these preparations. Once the QMS is in place, a registrar (or certification body) is hired to audit the companys compliance with ISO 9001 requirements. If discrepancies are found during the audit, they must be corrected before the ISO 9001 certificate is issued. The ISO 9001 certification must be maintained through regular audits (bi-annual or annual) conducted by the selected registrar. Why seek certification to ISO 9001? Registration to ISO 9001 by an accredited certification body shows committed to quality, customers, and a willingness to work towards improving efficiency. * It demonstrates the existence of an effective quality management system that satisfies the rigors of an independent, external audit. * An ISO 9001 certificate enhances company image in the eyes of customers, employees and shareholders alike. * It also gives a competitive edge to an organization’s marketing. Concept of the topic Why an org anization should implement ISO 9001:2008? To keep customers satisfied, the organization needs to meet their requirements. This is because without satisfied customers, an organization will be in peril. The ISO 9001:2008 standard provides a tried and tested framework for taking a systematic approach to managing the organizations processes so that they consistently turn out product that satisfies customers expectations. Quality management principles There are eight quality management principles on which the quality management system standards of the ISO 9000:2000 and ISO 9000:2008 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems Fundamentals and vocabulary, and in ISO 9004:2000, Quality management systems Guidelines for performance improvements. The eight quality management principles are: * Principle 1: Customer focus * Principle 2: Leadership * Principle 3: Involvement of people * Principle 4: Process approach * Principle 5: System approach to management * Principle 6: Continual improvement * Principle 7: Factual approach to decision making * Principle 8: Mutually beneficial supplier relationships Applicability ISO 9001:2008 ISO 9001:2008 has been developed in order to introduce clarifications to the existing requirements of ISO 9001:2000 and to improve compatibility with ISO 14001:2004. ISO 9001:2008 does not introduce additional requirements nor does it change the intent of the ISO 9001:2000 standard. No new requirements were introduced in ISO 9001:2008 edition but, in order to benefit from the clarifications of ISO 9001:2008, users of the former version will need to take into consideration whether the clarifications introduced have an impact on their current interpretation of ISO 9001:2000, as changes may be necessary to their QMS. ISO 9001:2008 is intended to be generic and applicable to all organizations, regardless of type, size and product category. It is recognized, however, that not all the requirements of this standard will necessarily be relevant to all organizations. Under certain circumstances, an organization may consider the exclusion of the application of some requirements of ISO 9001:2008 from its QMS. ISO 9001:2008 makes allowance for such situations, through sub-clause 1. 2 Application. How the ISO 9001:2008 model works? The requirements for a quality system have been standardized but many organizations like to think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say, on the one hand, a Mr. and Mrs. enterprise, and on the other, to a multinational manufacturing company with service components, or a public utility, or a government administration? The answer is that ISO 9001:2008 lays down what requirements your quality system must meet, but does not dictate how they should be met in any particular organization. This leaves great scope and flexibility for implementation in different business sectors and business cultures, as well as in different national cultures. Checking that it works 1. The standard requires the organization itself to audit its ISO 9001:2008-based quality system to verify that it is managing its processes effectively or, to put it another way, to check that it is fully in control of its activities. 2. In addition, the organization may invite its clients to audit the quality system in order to give them confidence that the organization is capable of delivering products or services that will meet their requirements. 3. Lastly, the organization may engage the services of an independent quality system certification body to obtain an ISO 9001:2008 certificate of conformity. This last option has proved extremely popular in the market-place because of the perceived credibility of an independent assessment. The organization may thus avoid multiple audits by its clients, or reduce the frequency or duration of client audits. The certificate can also serve as a business reference between the organization and potential clients, especially when supplier and client are new to each other, or far removed geographically, as in an export context. How is the Certification Achieved? There are basically four steps to get certified: Step 1: Plan The starting point for a company pursuing ISO certification is the planning and preparation of the required processes and documentation specified in the ISO 9001 standard. While these requirements are comprehensive in scope, meaning they apply to most areas of your business, they are also very general in their descriptions, meaning they can be adapted to any type of business. Because of this non-specific language, the ISO standard is extremely flexible and may be implemented in a variety of ways to suit your specific way of doing business. Step 2: Implement The starting point for any ISO implementation is to identify and define your key business processes; that is, how you produce and deliver your products and services to your customers. For each process, measurable performance measures and objectives (called quality objectives) must be developed and implemented to serve as the basis for continual improvement. In addition to defined processes and objectives, certain formal documents must be developed and implemented to provide control of your processes. The first is a quality manual that defines policies your company follows based on the ISO requirements. Additionally, six administrative procedures must be documented and implemented which include: control of documents, control of records, internal auditing, control of nonconforming products, corrective action, and preventive action. Beyond these basic six procedures, your company must determine any additional procedures, work instructions, forms or other formal documents needed to effectively implement your QMS. In prior editions of ISO 9001 (prior to 2000), there were numerous required procedures. More recent versions of the tandard have reduced the focus on required documentation and increased focus on control and improvement of your key business processes. Once your processes and documents are developed and implemented, train your employees. Once your QMS is implemented, it is required that you maintain your system for a minimum of 60 90 days before your certification. This waiting period is necessary to generate sufficient records of your QMS to be auditable. Newly developed proc esses and documents cannot be demonstrated effectively without some auditable history for the auditor to review. This timeframe should be factored into your overall project plan for certification. Step 3: Review During the Review Stage you will conduct your internal audit and management review. Once these are completed, your QMS is considered implemented and your company is ISO Compliant, though not yet certified. Step 4: Certify The ISO 9001 certification is granted by a third-party auditing firm called a Registrar who specializes in quality system auditing. There are a wide variety of Registrars located in every ISO participating country. Some firms have offices internationally; others have a more regional focus. The selection of your Registrar is one of the more important decisions you will make to ensure the best alignment with your type of business, your location(s) and overall cost of maintaining the certification. Auditing Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal audits). The aim is a continual process of review and assessment, to verify that the system is working as its supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments. The initial certification audit is conducted in two parts. The Stage 1 audit is a general review of your QMS documentation to ensure you have addressed all of the requirements of the standard. Depending upon the size of your business, this can be conducted in a one to two day visit to your facility or virtually via phone. Any discrepancies noted during the Stage 1 audit will be documented in a formal report and must be corrected before the Stage 2 audit. The main part of the ISO audit is the Stage 2 audit which is always conducted onsite at your location(s) and will be focused on the implementation and effectiveness of your QMS. During this audit which can take 1 day (for very small companies) to several days, the auditor(s) will tour your company, speak to managers and employees, and review documentation and records (along with any Stage 1 discrepancies) to ensure that your system is fully implemented. If nonconformances are found, they will be documented in a formal report for correction. Following the Stage 2 audit, you are generally given thirty (30) days to submit corrective action plans for all audit nonconformances. Once corrective actions are received, your certification is complete and your certificate is issued. In order to maintain the certification, you will participate in an annual surveillance audit from your Registrar where they confirm that you are maintaining your QMS. Every third year, a more comprehensive re-certification audit is conducted, similar to the initial certification audit. The Process Approach The process approach means that you improve your business by managing and improving certain key business processes that directly impact your ability to serve your customer. Since the year 2000 release of ISO 9001, all ISO certified companies have wrestled with the practical application of the Process Approach that was introduced in the current version of the standard. In fact, other than the reduction of the number of required (i. e. prescribed) doc uments, the shift to the Process Approach was the most significant change from older editions of ISO 9001. The process approach is described as: The application of a system of processes within an organization, together with the identification and interaction of these processes, and their management (ref. section 0. 2). The process approach means that you improve your business by managing and improving certain key business processes that directly impact your ability to serve your customer. Since your business processes are basically how you get things done, by improving these processes you improve your companys ability to meet customer requirements. Gains made by improving your key processes pay dividends today and in the future as your QMS drives meaningful improvement in your business. So, that takes the focus of your ISO efforts off of getting ready for the next audit. While a necessary part of ISO, passing the audit will only maintain your certification. This is the minimum benefit you should receive from your efforts. The real opportunity for measurable business benefit from ISO 9001 is for better efficiency, reduced failures and higher levels of performance for your customers. The most effective ISO lever to achieve these results is the management and improvement of key business processes. Often, the most critical processes in your business are cross-functional, cutting across boundaries within you organizational structure. Improvements in these processes have an ongoing payback if such improvements are sustainable and sustained. The process approach, when correctly applied to your QMS, is the way this gets done. Whats involved in managing processes? The management of key business processes basically involves the following: 1. Identifying the processes that most directly impact your customer and overall business performance. 2. Establishing reliable measures of performance for those processes. 3. Assigning responsibility for monitoring and improving each process. 4. Proper procedural documentation to control each process. 5. Effective action to root out obstacles in the process and to resolve root causes to performance gaps. 6. Integrating the process with the requirements of other business processes. The management of your key processes should serve as the top level of your QMS – that is, it should provide the overall purpose and structure to your procedures, work instructions, training, etc. In addition, the selection of processes and establishment of process measures should be derived from your overall business and quality objectives. When reading the ISO 9001:2008 standard, its easy to miss this central emphasis on managing key processes. This is in part because the requirements for managing processes are sprinkled throughout the standard under various headings. Piecing together a complete understanding involves pulling a umber of requirements together. Implementation Issues A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration. According to Barnes, Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed. ISO 9001 is not in any way an indication that products produced using its certified systems are any good. A company can intend to produce a poor quality product and providing it does so consistently and with the proper documentation can put an ISO 9001 stamp on it. According to Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement. Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard helps to mislead companies into thinking that certification means better quality, [undermining] the need for an organization to set its own quality standards. Paraphrased, Wades argument is that reliance on the specifications of ISO 9001 does not guarantee a successful quality system. While internationally recognized, most US consumers are not aware of ISO 9000 and it holds no relevance to them. The added cost to certify and then maintain certification may not be justified if product end users do not require ISO 9000. The cost can actually put a company at a competitive disadvantage when competing against a non ISO 9000 certified company. The standard is seen as especially prone to failure when a company is interested in certification before quality. Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality. If you just want the certificate on the wall, chances are, you will create a paper system that doesnt have much to do with the way you actually run your business, said ISOs Roger Frost. Certification by an independent auditor is often seen as the problem area, and according to Barnes, has become a vehicle to increase consulting services. In fact, ISO itself advises that ISO 9001 can be impleme nted without certification, simply for the quality benefits that can be achieved. Another problem reported is the competition among the numerous certifying bodies, leading to a softer approach to the defects noticed in the operation f the Quality System of a firm. Effectiveness Effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which is the commitment of Senior Management to monitor, control, and improve quality. Organizations that implement an ISO system without this desire and commitment, often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits. Besides that, how well the ISO system integrates into their business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual rather than create a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary. Next factor is how well the ISO system focuses on improving the customer experience. The broadest definition of quality is Whatever the customer perceives good quality to be. This means that you dont necessarily have to make a product that never fails, some customers will have a higher tolerance for product failures if they always receive shipments on-time, or some other dimension of customer service. Your ISO system should take into account all areas of the customer experience, the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (your customers, your suppliers, and your organization), only then will you be able to sustain improvements in your customer experience. The following factor is how well the auditor finds and communicates areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, however, to most executives; this is like speaking a foreign language. Auditors that can clearly identify and communicate areas of improvement in language and terms executive management understands allows the companies they audit to act on improvement initiatives. When management doesnt understand why they were non-compliant and the business implications, they simply ignore the reports and focus on what they do understand. Moreover, the standard also strongly promotes a methodology, amely the plan-do-check-act (PDCA) cycle originally proposed by Deming in the 1950s. The PDCA cycle, incorporates a continuous feedback loop, allowing organizations to achieve benefits, such as reducing variation between the desired goals and realized performances and creating process-oriented thinking and perspective [Gupta, 2006] through continuous feedback. In additio n, the standard provides a process-based model that describes processes that are necessary components of a quality management system such identifying customer’s requirements and measuring outcomes. The model includes the specification of activities which address the following areas of concern: management responsibility, resource management, product realization, and measurement, analysis, and improvement. The model essentially considers that the areas of concern are address sequentially. Therefore, initially top management commits to the adoption of ISO 9001 standard by allocating resources and establishing strategies. Using the resources and strategies, employees produce products or services. The products or services are measured and analyzed through the enactment of appropriate activities or sets of activities. Benefits The main objective of the standard is to state requirements for a quality management system for organizations that want to demonstrate their ability to offer high-quality products consistently and increase customer satisfaction. Through the standard, certified companies can enjoy numerous benefits. These include: improved internal communication and performance; improved quality perception; a disciplined work environment; improved documentation; continual improvement of operations; consistency in procedures and practices; fewer supplier quality assurance audits; and improved customer satisfaction [Casadesus et al. 2001; Dissanayaka et al. , 2001; Dowlatshahi and Urias, 2004; Bhuiyan and Alam, 2005]. ISO 9001 certification benefits can be classified into external and internal categories. The former are related to improvements in terms of marketing and promotional aspects, customer satisfaction and market share, while internal benefits are related with organizational improvemen ts, the reward system, team work, measurement of performance and communication, and continuous improvement [Coleman and Douglas, 2003; Gotzamani and Tsiotras, 2002]. As an xternal motivation factor, ISO 9001 certification is frequently used mostly as a marketing tool [Poksinska et al. , 2006]. Some companies admit that without ISO 9000 certification they would not have achieved a significant number of contracts [Douglas et al. , 2003]. One of the benefits is to create a more efficient, effective and consistent in operations. With ISO 9001 certification, your operation will run more smoothly, as the QMS promotes consistency in how work is performed and recorded. This helps new employees learn processes more quickly and reduces misunderstandings with customers. If a problem does occur, it is traced to its root cause and fixed, saving the organization from re-correcting it every time it happens. Moreover, it can improve employee motivation, awareness, and morale. During implementation, quality awareness will increase, since all staff must be trained on ISO 9001. Staff will be required to take ownership of processes that they are involved in developing and improving. The QMS will also have built-in systems to report on key quality indicators, which will significantly reduce the reoccurrence of problems. This helps develop a strong quality culture, where the staff recognizes problems such as systems or process issues and works on fixing them, rather than placing blame with an individual. The result is increased confidence in workmanship and a more confident staff. The next benefit is process improvements. As you implement your QMS, you have the opportunity to improve your processes. You will outline the current process, add the requirements of the standard and then optimize the process with input from the process users. After achieving certification, you will likely see continual process improvements. A recent survey of 100 registered firms reported the average improvement in operating margin at 5% of sales. These firms also reported faster turnaround times, and a reduction in scrap and overtime. In addition, ISO 9001 certification is becoming a must to do business in many markets. A recent survey of ISO 9001 certified companies shows that 41% were asked to achieve certification by a client. Considering that it can take 6 months or longer for some organizations to accomplish certification, already having a compliant QMS in place can be a distinct advantage. Other benefits include increase customer satisfaction and retention, reduce audits, promote international trade, increases profit, reduce waste, and increases productivity. Conclusion ISO 9001 is an international quality certification that defines minimum requirements for a companys Quality Management System (QMS), illustrating company’s competence to design, produce and deliver products or services with a consistent and coherent level of quality. It doesnt matter what size they are or what they do. ISO 9001 is an excellent tool for developing a strong foundation of good processes and systems. Processes and systems are essential for ensuring performance and growth in any enterprise. Furthermore, ISO 9001 certification can be effectively used in marketing, as it is a well-recognized standard for quality. It demonstrates to customers that the entity takes quality seriously and considers customers’ satisfaction to be a top priority. It is wise to conclude that ISO 9001: 2000 is viewed as an opportunity to develop an effective total quality management and quality assurance system that can contribute to the achievement of a total quality management and organizational performance. Moreover, most certified organizations use ISO 9001: 2000 certification to meet or exceed the quality levels of competition, as they are faced with powerful international competitors from the industrialized world in its domestic market as well as in foreign markets. In addition, proper quality management improves business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of legal action. References 1. ISO 9001- Quality Management Standard, Quality Standards from Approachable Auditors, from http://www. isoqar. com/iso9001/qualintro. tm/ 2. Scott Dawson. ISO 9001:2008 Articles: Enhance your ISO Knowledge Base, ISO 9001:2008 Certification Solutions, from http://www. 9000world. com/ 3. Hesham Magd. Quality Management Standards (QMS) Implementation in Egypt: ISO 9000 Perspectives. Global Business and Management Research(GBMR): An International Journal. Vol. 2, No. 1, 2010. pp. 57-68 4. Jelena Jovanovic, Aleksanda r Vujovic ; Zdravko Krivokapi. Between Balanced Scorecard and Quality Management System. International Journal for Quality research. UDK- 005. 21 / 006. 35 (100) ISO. Scientiic Review Paper (1. 02). Vol. 2, No. 3, 2008 5. Roslina Ab Wahid and James Corner. Critical success factors and problems in ISO 9000 maintenance. International Journal of Quality ; Reliability Management Vol. 26 No. 9, 2009 pp. 881-893 Emerald Group Publishing Limited 6. Adolfas Kaziliunas. Impacts of different factors on the implementation of quality management systems and performance outcomes. Current Issues of Business and Law, 2010, Vol. 5 75 ISSN 1822-9530 7. Gilles Lambert and Noufou Ouedraogo. Empirical investigation of ISO 9001 quality management systems’ impact on organisational learning and process performances. Total Quality Management Vol. 9, No. 10, October 2008, 1071–1085 8. Dong-young Kim, Vinod Kumar and Uma Kumar. A Framework of Intellectual Capital Management Based on ISO 9001 Quality Management System: The Case Study of ISO 9001 Certified Public R;D Institute. Knowledge and Process Management Vol 16 Number 4 pp 162–173 (2009). 2009 John Wiley ; Sons, Ltd. 9. Sousa-Poza, Mert Altinkilinc ; Co ry Searcy. Implementing a Functional ISO 9001 Quality Management System in Small and Medium-Sized Enterprises. International Journal of Engineering (IJE), Volume (3) : Issue (3) 220 10. Ray Tricker. ISO 9001:2000—The Quality Management Process. Information Systems Control Journal. Volume 6, 2007 11. ISO 9001:2008, International Standards for Business, Government and Society, from http://www. iso. org/iso/iso_catalogue/management_and_leadership_standards/quality_management/iso_9001_2008. htm 12. D. Tzelepis, K. Tsekouras, D. Skuras and E. Dimara. The effects of ISO 9001 on firms’ productive efficiency. International Journal of Operations ; Production Management Vol. 26 No. 10, 2006 pp. 1146-1165 Emerald Group Publishing Limited 13. ISO 9001 2008 Translated to Plain English. Praxiom Research Group Limited. ,from http://www. praxiom. com/iso-9001. htm

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Employer-sponsored Retirement Plans - Research Paper Example The compensation issues will have been put to rest. As a human right policy, it means that every individual’s contribution to the national development is highly valued and that this valued contribution will be equitably compensated. Moreover, for workers in the same job family, there should never be a huge disparity in pay and compensation structure especially if workers are employed under the same skill qualification (Human Resources and Skills Development Canada). In the second question, analysis established that there is a violation of Equity Pay Act on policy-capturing. This is so because studies on the over three hundred job families, there was a disparity on the point-factor in the study found out that there exists disparity in jobs with similar job content features. Such features include the level and span of supervision, education level, analytic reasoning and experience. These features clusters job families into similar compensable factors that will be used in determining point-factor pay by use of relevant weight factors. Irrespective of this methodology, it was found that there is a disparity in pay and compensation in female and race-dominated classes. This creates biases that violate the Pay Equity Act as there is no structure that sets the maintenance of such envisioned internal equity. Even after employment there is no quantitative evaluation system of the job tied to a unified wage structure that will guard against subjective in equity from occurring. These include promotion and wage increment as gender and race-based prejudices sets in and prevent upward mobility of women and workers from other minority races (Chen, 98). Specifically, the law, Equity Pay Act 1963 prohibits any gender-based discrimination in a work establishment. This is so for men and women who are working on essentially similar skill and experience. Congress, in its wisdom, contemplated equity if the

Innate immunity in tuberculosis Essay Example | Topics and Well Written Essays - 3000 words

Innate immunity in tuberculosis - Essay Example of the body, and patients would just waste away with no effective intervention; however, to date, this infectious disease can be successfully treated with antibiotics (Schiffman, 2008). Brill et al., (2001) reported that tuberculosis remains to be the major health problem worldwide and because of the prevalence of human immunodeficiency virus (HIV), tuberculosis becomes more significant in the years to come in regions where there is an endemic case of intracellular Mycobacterium tuberculosis pathogen (Brill et al., 2001). Todar (2008) stated that a human immune system is composed of two major subdivisions, namely: (1) Innate or non-specific immune system, and (2) adaptive or specific immune system. The primary or the first line of defence mechanism against invading organism is known as the innate or non – specific immune system (Todar, 2008). This contains cellular and humoral components by which the protective functions are carried out (Todar, 2008). Junqueira - Kipnis et al (2003) noted that with M. tuberculosis, the innate and adaptive immune systems contributes to the defense of the host. Van Crevel et al (2002) noted that the outcome of the infection depends greatly on the relationship between M. tuberculosis and the human host. Both the innate and adaptive defense mechanism is involved with respect to the host. Hence, mechanisms to circumvent and antagonise protective immunity have been developed by M. tuberculosis. The component of the innate immune response are formed by phagocytosis and subsequent IL -12 secretion that are initiated in the absence of prior antigen exposure (Raja, 2004). Natural resistance - associated macrophage protein, neutrophils, natural killer cells, and many others are considered as the component of innate immunity. Raja added that the first line of defense in the innate immunity of M. tuberculosis is played by the plasma lysozyme and other enzymes. Van Crevel et al (2002) noted that macrophages are â€Å"main effector cells†

Mahindra and Mahindra: External Environment Analysis

Mahindra and Mahindra: External Environment Analysis A business cannot function in a shell. In order to exist and function effectively, a business has to act and react to what happens in the external environment. The aggregates of all conditions, events, and influences that surround and affect it says Keith Davis (Saleem Shaikh, Business Environment, 2010) The external environment of a business refers to all those factor that directly influence the working of a business. These factors are not in control of businesses, but it is extremely important for a business because they shape the kind of business activity one can have. The factors which influence the external environment of a business are: Political factors This means how the changes in the government policies, political systems and the approach and philosophy of the political party in existence influences the working of a business enterprise. Economic factors This means how a business is affected by the economy in terms of government spending, interest rates, taxation, exchange rates, global economic factors, infrastructure development, capital formation, etc. Social factors Every business organization operates in according to the norms of the society and to satisfy their needs. This means how the culture, values, beliefs, tastes, preferences and behavior of the consumers, households and communities affects the working of a business. Technological factors Technology is considered to be one of the most important factors which affect the business environment. It means how the rapid change and innovation in technologies affect the production process and help businesses to produce innovative products. Ecological factors Ecology is the study of environment which includes plants, animals, water, air, sunlight etc. These factors affect the working of a business organization considerably in a way that government has taken some legislative measures for the protection and control of pollution in the environment like The Water Act, 1974, The Air Act, 1981, The Environment Protection Act, 1986. Legal factors The legal environment plays a very important role in business. Every aspect of business is regulated by the law of the country. These include the laws related to industrial licensing, factory administration, payment of wages, company laws, import and export laws etc. In order to stay and survive successfully in the market for long term a business has to take in consideration all the above mentioned factors and change accordingly. These factors have affected the performance and long term sustainability of Mahindra and Mahindra to a large extent. Mahindra and Mahindra Mahindra Mahindra Limited is part of  Mahindra Group which is based in  Mumbai. The company was started in 1945 in  Ludhiana  as Mahindra Mohammed by the brothers K.C. Mahindra and J.C. Mahindra along with  Malik Ghulam Mohammed.It was changed to Mahindra Mahindra in 1948 and is currently headed by Anand Mahindra. It is now a US $7.1 billion Indian multinational. Mahindra is the only Indian company which manufactures top tractor brands in the world. Today it has its presence in almost every segment of the automobile industry, from two-wheelers to SUVS, CVS and UVS. Recently Mahindra acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra REVA). The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam. Mahindra Mahindra has diversified its businesses into various sectors which are: Automotive sector Two wheeler sector Farm equipment sector Hospitality sector Information technology sector Factors influencing Mahindra and Mahindra in its various business sectors (P)olitical factors Automotive, Two wheeler and farm equipment sectors In 2002, the government of India formulated an auto policy that aimed at promoting integrated, enduring and self-sustained growth of the Indian automotive industry. The approval for foreign equity investment up to 100% in the automotive sector was allowed and minimum investment criteria disallowed. The government promoted establishments of international companies for manufacturing small, affordable passenger cars as well as tractor and two wheelers. The government assisted the development of vehicle propelled by alternate energy source. The government formulated plans to have a terminal life policy for Commercial Vehicles along with incentives for replacement for such vehicles. It also promoted multi-model transportation and the implementation of mass rapid transportation system. These political influences have lead Mahindra and Mahindra to increase production of its vehicles and inflow of foreign investments. Also the development of alternate energy source vehicles has led Mahindra to acquire majority stake in REVA electric car co ltd. Hospitality sector It includes the central governments legal issues and regulations. This includes various Laws and Acts passed out by the government in Hospitality sector some of which are as follows: The influences of these political acts has led to the commencement of Mahindra holidays and resorts limited in 1996, offering family holidays in India and abroad. This has helped the company to grow immensely. Information technology sector The IT industry of India suffered political instability for a few years but it has been stable since 1999. The Indian government has decided to contract IT job to Indian IT companies creating more opportunities for the company and the industry at large. Consumer protection laws, competitive regulations and terrorist attacks are other factors to be considered. The Indian it sector does not much influence of political stability, so if the government changes it has little effect on the industry. These political forces have led Tech Mahindra in the leaders category with a hugely successful public issue in 2006. Changes in the political conditions have allowed many companies to enter IT sector like Mahindra Mahindra. This has lead to establishment of tech Mahindra by the Mahindra group and acquisition of Satyam. (E)conomical factors Automotive, two wheeler and farm equipment sector The automobile companies are reorganizing their sales process due to economic pressure on the industry. The government has granted concessions, by reducing the interest rates for export financing. The growth of Indian economy at the rate of 8.5% per annum has had a great influence on the automotive sector in India. Also the growth in the manufacturing sector at the rate of 8-10 % per annum in the last few years has influenced the growth of this sector. The globalization of India economy has led to the participation of several Indian firms with global players.  While some have formed joint ventures with equity participation, other also has entered into technology tie-ups. These changes have allowed Mahindra to expand its market and grow rapidly in India as well as abroad. Hospitality sector The economic factors have a direct influence on the hospitality sector of a business this is because if there is inflation then the rates will rise quickly, keeping in mind there are two sides to it. The hospitality sector is directly linked with tourism industry. Tourism has become the number one export earner for India and this is only possible due to diversification of the economy. The economic growth of the country has led to the expansion of Mahindra into this sector by establishment of Mahindra holidays and resorts. Information technology sector The IT industry is being affected by lots of economic factors ranging from rising working pay, global recession, competition, contract availability and fee. In 2009 the domestic IT spending grew by 20 % and reached $20 billion. During the last global recession currency fluctuation caused devaluation of dollar which has affected the industry. The recession has also led to decline in jobs which has affected this sector. With the decline of banking and financial sectors, the revenue from them is expected to decline hurting the IT industry which has had its impact on tech Mahindra as well. (S)ocial factors Automotive, two wheeler and farm equipment sector The changed lifestyle of people has led to increased purchase of automobiles, so automobile sector have a large customer base to serve. The increase in the income level of consumer as increased the buying power of people. In India, today 85% of cars are financed in India. Indian customers are highly educated and well informed. They are price sensitive as well and put lot of importance on value for money .Preference for small and compact cars in the Indian market has also increased. They are socially acceptable even amongst the well off. People these days prefer fuel efficient cars with low running costs which Mahindra has ventured into like Mahindra Renault, Scorpio, Xylo etc. Hospitality sector This includes all the social and cultural trends which have been affecting the industry. The changing expectation of consumers towards the hospitality experience. The consumers expect to be catered for their hospitality needs. The consumers want to feel that they are in control of their hospitality experience. Social networking plays an important part in the growth of this sector for a firm which helps the companies the companies to relate in a better way with the consumers. The increase in wealth of consumes due to increase in their income has led to change in their taste towards luxurious living and travelling which creates more business for firms operating n this sector due to which Mahindra has grown. Information technology There are lots of social factors affecting the IT sector which ranges from language barriers, employee rights and race rationality of the company and other issues. The IT industry is also affected by the change in consumer behavior which is supported by the fact that different consumers have different taste. The social issues like global warming are also concern for this industry and the shift of society towards education which includes opening up of universities and institutes in India offering IT education which produces large number of students joining IT industry which is also benefiting Mahindra and Mahindra. (T)echnological factors Automotive, two wheeler and farm equipment sector There are more emphasis laid on research and development in terms of technology in this sector which has contributed to innovation. The government of India is also promoting National Automotive testing and research and development infrastructure project. Technological solution helps in integrating the supply chain, hence reduce losses and increase profitability. With the development and evolution of alternate fuels, hybrid cars have made entry into the market also global companies like Audi, BMW, Hyundai have setup their manufacturing units in India. Mahindra and Mahindra is providing customized solutions and designer cars with new technology Hospitality sector Advancing technology has contributed a lot for the growth of firms in hospitality sector due to which the hotel receive reservations in advance through the net. People get all the information about the hotels through agents online. With the advent of computer the airlines allow the travel agents to view their flight inventories and rates in real time. Soon the airlines also added hotels and car rental companies to their computes so that agents could book the entire guest travel through their computer. Today more than 70% of hotel reservations are done electronically from which Mahindra and Mahindra has taken advantage. Information technology The changes in technological sector have impacted the growth and development of various companies. It has also forced other companies whose core business is not in IT sector to venture in this sector for example Mahindra and Tata. The present conditions are mainly due to the result that the masses have become techno savvy and there is a lot of potential in this sector. (L)egal factors Automotive sector The legal angle to the automotive sector has undergone a sea change during the last 50 years and Mahindra and Mahindra has been able to cope up with the same. As more and more stricter norms regarding environmental pollution has come into effect so Mahindra and Mahindra has brought new technology into their products to address to the legal applications and this constant endeavor of the Mahindra group has enabled it to constantly abide by the laws and rules and regulations of India and the worlds over. Hospitality sector The rules and regulations regarding the hospitality industry have also changed and as a result Mahindra and Mahindra have to adjust themselves according to the same and they have tried to adjust to the same also Information technology Sector Government of India has opened up the IT sector in India and has made the laws very lenient so that the business community can benefit from the same. This has led the Mahindra and Mahindra to launch Tech Mahindra as their Brand and acquisition of Satyam co (E)cological factors Automotive sector, two wheeler and farm equipment sector The physical infrastructure of country such as bridges and roads affect the use of automobiles. If there are smooth roads available then it will affect the use of automobiles. The environment and weather conditions also affect the use of automobiles in the country. If the environment is pleasant then the use of automobiles will be more. The entry of global companies in the Indian environment has led to advancement in the products and the production process of Mahindra and Mahindra. Hospitality sector The environmental factors gained prominence because of deteriorating environmental balance which is threatening the sustainability of environment and nature. Hospitality sector is very much responsible for releasing out chemical effluence drained out in water making it unfit for use and also the draining out non bio degradable recourses such as polythene in the environment affecting the chain adversely. There has been many rules and act passed for this sector which the companies have to work accordingly. This industry is directly influenced by tourism. The natural and cultural sites led to attraction of tourists and also the natural landforms and environmental conditions influence the choice of destination of Mahindra hotels which has led to its growth. Information technology sector The ecological environment has affects and influence in IT sector in various ways. For this there have been conservation and protection issues because of deteriorating environmental balance. Largely, businesses are also held responsible for such situations as emissions from these industries pollute water, air and effect bio chain adversely and expose people to hazardous radiations bringing their lives in danger. These have implications for various firms in this sector and how the manufacturing process takes place in Tech Mahindra. Conclusion: Mahindra and Mahindra has grown steadily in size and structure and has evolved into a huge group and occupies a premium position in various key sectors of the economy. It has gained a substantial and a sustainable growth in the industry by coping up with various changes in the environment it exists in. The above mentioned factors has impacted its various business sectors and led to the formation of a highly successful company. The above analysis leads us to the conclusion that Mahindra and Mahindra have transformed themselves into a very successful business enterprise and have evolved themselves as a very important constituent of the Indian and the global economy. Mahindra and Mahindra have expanded themselves into various industrial sectors like defence, automobile, hospitality etc. and have diversified at the same time. Mahindra and Mahindra has shown that how the various changes in the business environment can be explored and exploited by any business for its own gain and the gain of the economy as a whole.

Essay on Language and Dialogue in Catch-22 -- Catch-22

Use of Language and Dialogue Catch-22      Ã‚  Ã‚   â€Å"Catch-22 is probably best discussed in terms of its language. The prose style Heller employs is original and distinctive, appropriate and well implemented (Pearson 277).† One application of that prose style is dialogue; Heller uses dialogue to manifest the themes of the novel. Some of the themes best shown in the dialogue of the characters are Heller's hatred of war, and his perceived idiocy in military and in bureaucracy. Scattered throughout the book are several dialogues which share numerous characteristics. Some particular conversations are especially demonstrative of these elements. Heller uses these dialogues to communicate his ideas to the reader. In chapter XXXVI, several military police officers pick up the camp's Chaplain, take him to The Cellar, and interrogate him. The dialogue between the three MPs and the Chaplain is typical of dialogues throughout the book in many ways and the conversation reflects numerous themes central toCatch-22. The inter rogation scene offers many insights into the meaning of Catch-22and the dialogue therein is especially important. The camp Heller describes is bureaucratic in the worst possible way and the conversation exhibits those characteristics of bureaucracy that Heller most loathes: illogical operation, inability to take action, lateral actions (in which no real gain is made), and a maelstrom of regulations which work against each other.    One way the interrogation scene mirrors the themes of the book is that the logicemployed by the military police officers is totally illogical. Heller presents thisas a major theme in his novel: throughout the book, the thought processes of agents of themilitary make no sense whatsoever and tho... ...ph Heller": Copyright 1996 by Charles Scribner's and Sons New York, NY.    Frank, Mike. "Enos and Thanatos in Catch-22." Contemporary Literary Criticism. Ed. Roger Matuz. Vol.11. (77-87) Detroit: Gale, 1990.    Hasley, Louis. "Dramatic Tension in Catch-22." Contemporary Literary Criticism. Vol. 8 (173) , Ed. Roger Matuz. Detroit: Gale. 1990.    Heller, Joseph. The Chelsea House Library of Literary Criticism. Twentieth-Century American Literature Vol. 3. New York. Chelsea House Publishers, 1986.    Heller, Joseph. Catch-22. New York: Dell Publishing, 1955, 1961    Kennard, Jean E. "Joseph Heller: At War with Absurdity." Contemporary Literary Criticism.(75-87) Ed. Roger Matuz. Detroit:L Gale 1990.    Pearson, Carol. "Catch-22 & the Debasement of Language."Contemporary Literary Criticism. (277) Matuz . Detroit: L Gale 1990.