Friday, October 25, 2019
Reaction Kinetics Essay -- essays research papers
Reaction Kinetics: Rate of Reaction Of Tertiary-Butyl Bromide Purpose: The purpose of this experiment is to find the order of t-BB graphically, to find the k (rate constant) at 0˚ C and at room temperature, also to find the Ea (activation energy). Principles: Several different chemical kinetic principles were used in this experiment. The reaction rates of this chemical equation were determined experimentally. This then allowed the reaction mechanisms (i.e. orders of each component, rate constant, etc.). These mechanisms were ultimately determined to be compiled to form a rate law. Rate = k[A]m[B]n      Integrated rate laws are used to determine concentrations of reactants at certain times. However, these integrated equations can only be used after the experimental data is collected. Temperature has an effect on the rates of reactions. Swedish chemist, Svante Arrhenius, discovered that the rate constant of a reaction increased logarithmically in proportion to the reciprocal of the absolute temperature. This is expressed mathematically as: k = Ae-ΔE/RT Method: 100 mL of water/ Isopropyl Alcohol were added to a 250 mL Earlenmeyer flask along with 15 drops of phenolphthalein. A buret was washed with soapy water and rinsed with 0.2 M NaOH. The buret was then filled to 0.00 mL. 2.00 mL of NaOH were added to the flask and it was placed into an ice-water bath.      t-BB was injected into the flask by the lab assistant with this exact time being noted. The exact time was recorded once again when the solution became colorless.      About two mL of NaOH were added to the solution and the time recorded when this became colorless. This was done until seven time readings were recorded. After the 7th addition of NaOH, the flask was removed from the ice bath and placed in a hot water bath for approximately ten minutes. The flask was then removed from the bath and cooled to room temperature. The solution was then titrated to a slight pink color. The volume reading of the burette was equal to the total base added during the experiment.      This experiment was repeated in duplicate at room temperature. CH3     CH3 CH3 - C - Br + H2O CH3 - C - OH CH3      CH3      T... ...found to be the 1/H graphs. This means that the reaction was a simple second order reaction. Rate Constant Calculations: A. (11.90-5.29)/(2687-160) = 2.62x10-3                B. (10.00-4.65)/(191-25) = 3.22x10-2 Activation Energy Calculation: ln(k2 – k1) = -(ΔE/8.314) (1/T2 – 1/T1)                     Ea = -8.312 (lnK2 – lnK1) / (1/T2 – 1/T1)                     = -8.314 (ln 3.22x10-2 – ln 2.62x10-3) / (1/298.15 – 1273.15)                     = 67.3 KJ/mol Conclusion: This reaction was found to be simple second order. The rate constants were 2.62 x 10-3 at 0 degrees C, and 3.22 x 10-2 at room temperature. The activation energy was calculated to be 67.3 KJ/mol. There were no unusual problems encountered during this experiment. Error in data may be due to lack of ability to record times accurately.
Thursday, October 24, 2019
Four Star Case Study Essay
Four Star is a mattress manufacturer known for a focus on quality, productivity and customer service. In order to meet market demand from customers as well as competition Four Star increased proliferation of mattress varieties offering a total of 230 different model types at one time. This change caused Four Star to experience operational issues and bad inventory management, resulting in low profitability and productivity. Of the many problems faced by Four Star, proliferation of mattress varieties and its impact on operations and inventory management is their biggest issue. This has had a major impact on the things that Four Star once prided itself on: quality, productivity and customer service. Having 230 product variations created extremely long order fill rates resulting in a loss of customers and created a great deal of customer dissatisfaction. There was also added pressure placed on Four Star employees to fill orders. Having so many unsatisfied employees put Four Star at risk for loosing employees which would add additional stress to the production process. In addition, large dealers who would typically sell and inventory Four Star products began limiting the number of mattresses stored due to their inability to predict which of the 230 varieties a customer would purchase. Instead, LDs would wait until a customer placed an order to request inventory from Four Star. Upon order placement LDs expected fast inventory arrival which is the level of service they were used to getting but due to the stress placed on the Four Star manufacturing operation they were having trouble filling orders. This resulted in dealers no longer committing to placing orders with Four Star. Four Star took on the burden of carrying inventory which was an additional expense for the organization placing added stress on the overall manufacturing process. Four Star soon began to see decreased sales revenue. Sia Meng considered several options to smoothly manage its operations. The first option was to reduce the number of mattress models manufactured back to 40 or 60, levels at which the company produced in 1996 and 1998. This would be a very effective solve to the issues being had with Four Star since historical data shows that revenues and customer satisfaction levels were up and the company was not experiencing such turmoil in its manufacturing. In addition, it has also been proven by the behavior of the dealers that there are too many mattress varieties. Reducing model levels would help increase revenue. Another option being investigated by Sia Meng is to insist on a minimum order size by dealers. This requirement from dealers would help streamline the order and production process and allow Four Star a window of opportunity to fulfill orders within a reasonable timeframe and increase customer satisfaction. The last option being considered is to reduce safety stock requirements for finished mattresses. This is not a viable option for Four Star. The company is already having major issues and relocating would not fix the internal turmoil that exists. Below are my recommendations for how Four Star can reconfigure its product design, manufacturing and order fulfillment process. Product Design Four Star should begin all mattresses with the same basic design and alter the product to meet customer’s needs. This could include adding more coils and the quilted cover depending on the customer’s request. This would allow Four Star to inventory and produce a limited number of materials needed to produce a mattress because all mattresses would use the same basic formula with modifications. For example, if Four Star received an order for one of its premium mattresses, the number of coils added to the mattress would be adjusted accordingly as well as the quilted cover. Doing so would reduce the fill rate and limit frustration of employees working on the production line as they would be working to produce a less complicated product with less moving parts. Manufacturing It is recommended that Four Star keep its facility where it is currently to work out the production issues they are experiencing before determining whether moving to another location would be more lucrative. There are currently too many other issues looming with the production line to isolate any one main cause for the issue. To Order Fulfillment To improve the order fulfillment process it is recommended that Four Star enforce a minimum order quantity on its dealers. Doing so may initially increase inventory costs for Four Star but the long term benefits could outweigh this short term frustration. Enforcing a minimum order quantity would also allow dealers to set better expectations with customers and increase customer satisfaction.
Wednesday, October 23, 2019
Personal, Organizational and Cultural Values Essay
Personal, organizational and cultural values are common approach to understand conflict or success in today global business environment. With the increasingly globalized economy and climate of multicultural workforce, organizations is continuously implementing and establishing desired core values to remain competitive. This paper will discuss how one can reconcile personal, organizational and cultural values in global settings. Personal values develop when the individual start to interact within family, school or religious organization. The followings are considered the core personal values in my life personally: goals oriented, respect, caring and trustworthy. Personal values will always be the foundation for each individual path of life. They are personal belief and philosophy for one to live by. Personal values shape our choices, impact the decision about our ability and how to treat ourselves and others. Experiences and interactions with external units influence the values people deem important to them. Personal values become a personal direction for people on how to live their lives. Ghosh (2008) explains â€Å"The individual’s cognitive moral development stage determines how an individual thinks about ethical dilemmas, his or her process of deciding what is right and wrong in a situation. †(Ghosh, 2008). Organizational values are established rules and polices that each organization believes to be acceptable and logic, professional and practical. Organizational values also provide a basis for employee decision making in the workplace. In my professional career, I have always set my goals to develop the following core organizational values: loyalty, reliability, hard work and commitment. Fenton (2007) explains: â€Å"when organizations articulate their values, they take what are thought to be shared, stable, and deeply held beliefs and communicate them as standards to guide decisions and actions, often with the intent of increasing productivity, improving efficiencies, and acting socially responsible. †(Fenton, 2007). Findings in a Deloitte and Touche Ethics and Workplace survey also reveal the critically important influence that management and supervisors have in promoting ethical workplace behavior by all workers. (Verschoor, 2007). The above mentioned survey explains: â€Å"Management and leadership have a huge responsibility in setting examples for their organizations and living the values they preach if they want to sustain a culture of ethics. †(Verschoor, 2007) Similar to personal values, cultural values are deep-rooted since childhood. Cultural values are developed in social heritage, traditions and reflect psychological, religious or spiritual, and moral experiences. Cultural Values are closely related to personal values since they are developed from the individual tradition, heritage and origin. Cultural values differ in several levels: ethnicity, religion, organization. Different cultures interpret moral and values differently therefore, affect individual interactions in many level. The influence of cultural values has a significant impact on how people and organizations operate and make their decisions. Cultural values affect actions in both personal and organizational level Verschoor, C. (2007) survey also found that more than 91% of working adults are more likely to behave ethically at work when they have a good balance between their job and their personal life. It was said that quality of an employee’s personal life strongly influences job satisfaction and related productivity, the 2007 Deloitte and Touche Ethics and Workplace survey shows that work-life balance also promotes ethical behavior in the (Verschoor, 2007) Values are energizing, motivating and inspiring. When people care passionate about something they will urge themselves with achievement Instilling and maintaining a values-oriented approach to ethics in the workplace, together with giving greater attention to related work-life balance issues, should remain at the top of the agenda of organizations. Employee fulfillment is essential to customer satisfaction, good quality, high productivity, low turnover, and other factors that lead to superior corporate financial performance (Verschoor, 2007) Employees make decisions in the workplace often reflecting value judgment and having ethical connotations. Corporate values are often used interchangeably with the concept of corporate culture. The usual paradigm is that corporations with strong positive cultures have institutionalized a set of corporate values. These values help employees identify with the organization and develop a commitment to its goals (Ghosh, 2008). In conclusion, personal and cultural values have become core elements in today global economy. Organizations calculate and implement these core values with the intent to improve efficiency and productivity, and establish organizational values and standards to communicate to all employees. Personal and cultural values have a major effect in people lives and interactions, and clearly work performance. To be able to find a balance between organizational values and personal, cultural values is the solution to career fulfillment and life satisfaction.
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