The Mughal Empires 300-Year Rule of India

The Mughal Empire (also known as Mogul, Timurid, or Hindustan empire) is considered one of the classic periods of Indias long and amazing history. In 1526, Zahir-ud-Din Muhammad Babur, a man with Mongol heritage from central Asia, established a foothold in the Indian subcontinent which was to last for more than three centuries. By 1650, the Mughal Empire was one of three leading powers of the Islamic world—the so-called Gunpowder Empires—which also included the Ottoman Empire and Safavid Persia. At its height, around 1690, the Mughal Empire ruled almost the entire subcontinent of India, controlling four million square kilometers of land and a population of about 160 million. Economics and Organization The Mughal emperors (or Great Mughals) were despotic rulers who relied upon and held sway over a large number of ruling elites. The imperial court included officers, bureaucrats, secretaries, court historians, and accountants, who produced astounding documentation of the empires day-to-day operations. The elites were organized on the basis of the mansabdari system, a military and administrative system developed by Genghis Khan and applied by the Mughal leaders to classify the nobility. The emperor controlled the nobles lives, from who they married to their education in arithmetic, agriculture, medicine, household management, and the rules of government. The economic life of the empire was buoyed by a strong international market trade, including goods produced by farmers and artisans. The emperor and his court were supported by taxation and the ownership of a region known as the Khalisa Sharifa, which varied in size with the emperor. The rulers also established Jagirs, feudal land grants which were commonly administered by local leaders. Rules of Succession Although each classic period Mughal ruler was the son of his predecessor, the succession was by no means one of primogeniture—the eldest did not necessarily win his fathers throne. In the Mughal world, every son had an equal share in his fathers patrimony, and all males within a ruling group had a right to succeed to the throne, creating an open-ended, if contentious, system. Each son was semi-independent of his father and received semipermanent territorial holdings when he was deemed old enough to manage them. There were often fierce battles among the princes when a ruler died. The rule of succession could be summed up by the Persian phrase Takht, ya takhta (either throne or funeral bier). The Founding of the Mughal Empire The young prince Babur, who was descended from Timur on his fathers side and Genghis Khan on his mothers, finished his conquest of northern India in 1526, defeating the Delhi Sultan Ibrahim Shah Lodi at the First Battle of Panipat. Babur was a refugee from the fierce dynastic struggles in Central Asia; his uncles and other warlords had repeatedly denied him rule over the Silk Road cities of Samarkand and Fergana, his birthright. Babur was able to establish a base in Kabul, though, from which he turned south and conquered much of the Indian subcontinent. Babur called his dynasty Timurid, but it is better known as the Mughal Dynasty—a Persian rendering of the word Mongol. Baburs Reign Babur was never able to conquer Rajputana, home of the warlike Rajputs. He ruled over the rest of northern India and the plain of the Ganges River, though. Although he was a Muslim, Babur followed a rather loose interpretation of the Quran in some ways. He drank heavily at his famously lavish feasts, and also enjoyed smoking hashish. Baburs flexible and tolerant religious views would be all the more evident in his grandson, Akbar the Great. In 1530, Babur died at the age of 47. His eldest son Humayan fought off an attempt to seat his aunts husband as emperor  and assumed the throne. Baburs body was returned to Kabul, Afghanistan, nine years after his death, and buried in the Bagh-e Babur. Height of the Mughals Humayan was not a very strong leader. In 1540, the Pashtun ruler Sher Shah Suri defeated the Timurids, deposing Humayan. The second Timurid emperor only regained his throne with aid from Persia in 1555, a year before his death, but at that time he managed even to expand on Baburs empire. When Humayan died after a fall down the stairs, his 13-year-old son Akbar was crowned. Akbar defeated the remnants of the Pashtuns and brought some previously unquelled Hindu regions under Timurid control. He also gained control over Rajput through diplomacy and marriage alliances. Akbar was an enthusiastic patron of literature, poetry, architecture, science, and painting. Although he was a committed Muslim, Akbar encouraged religious tolerance  and sought wisdom from holy men of all faiths. He became known as Akbar the Great. Shah Jahan and the Taj Mahal Akbars son, Jahangir, ruled the Mughal Empire in peace and prosperity from 1605 until 1627. He was succeeded by his own son, Shah Jahan. The 36-year-old Shah Jahan inherited an incredible empire in 1627, but any joy he felt would be short-lived. Just four years later, his beloved wife, Mumtaz Mahal, died during the birth of their 14th child. The emperor went into deep mourning and was not seen in public for a year. As an expression of his love, Shah Jahan commissioned the building of a magnificent tomb for his dear wife. Designed by the Persian architect Ustad Ahmad Lahauri, and constructed of white marble, the Taj Mahal is considered the crowning achievement of Mughal architecture. The Mughal Empire Weakens Shah Jahans third son, Aurangzeb, seized the throne and had all of his brothers executed after a protracted succession struggle in 1658. At the time, Shah Jahan was still alive, but Aurangzeb had his sickly father confined to the Fort at Agra. Shah Jahan spent his declining years gazing out at the Taj and died in 1666. The ruthless Aurangzeb proved to be the last of the Great Mughals. Throughout his reign, he expanded the empire in all directions. He also enforced a much more orthodox brand of Islam, even banning music in the empire (which made many Hindu rites impossible to perform). A three-year revolt by the Mughals long-time ally, the Pashtun, began in 1672. In the aftermath, the Mughals lost much of their authority in what is now Afghanistan, seriously weakening the empire. The British East India Company Aurangzeb died in 1707, and the Mughal state began a long, slow process of crumbling from within and without. Increasing peasant revolts and sectarian violence threatened the stability of the throne, and various nobles and warlords sought to control the line of weak emperors. All around the borders, powerful new kingdoms sprang up and began to chip away at Mughal land holdings. The British East India Company (BEI) was founded in 1600, while Akbar was still on the throne. Initially, it was only interested in trade  and had to content itself with working around the fringes of the Mughal Empire. As the Mughals weakened, however, the BEI grew increasingly powerful. The Last Days of the Mughal Empire In 1757, the BEI defeated the Nawab of Bengal and French company interests at the Battle of Palashi. After this victory, the BEI took political control of much of the subcontinent, marking the start of the British Raj in India. The later Mughal rulers held on to their throne, but they were simply puppets of the British. In 1857, half of the Indian Army rose up against the BEI in what is known as the Sepoy Rebellion or the Indian Mutiny. The British home government intervened to protect its own financial stake in the company  and put down the rebellion. Emperor Bahadur Shah Zafar was arrested, tried for treason, and exiled to Burma. It was the end of the Mughal Dynasty. Legacy The Mughal Dynasty left a large and visible mark on India. Among the most striking examples of Mughal heritage are the many beautiful buildings that were constructed in the Mughal style—not just the Taj Mahal, but also the Red Fort in Delhi, the Fort of Agra, Humayans Tomb and a number of other lovely works. The melding of Persian and Indian styles created some of the worlds best-known monuments. This combination of influences can also be seen in the arts, cuisine, gardens, and even in the Urdu language. Through the Mughals, Indo-Persian culture reached an apogee of refinement and beauty. Sources Asher, Catherine B. Sub–Imperial Palaces: Power and Authority in Mughal India. Ars Orientalis 23, 1993.Begley, Wayne E. The Myth of the Taj Mahal and a New Theory of Its Symbolic Meaning. The Art Bulletin, 1979.Chand, Shyam. Book Review: Religious Dimensions of Indian Nationalism: A Study of the RSS by Shamsul Islam, Tribune India, 2006.Faraqui, Munis D. The Princes of the Mughal Empire, 1504–1719. Cambridge University Press, 2012.Foltz, Richard. Cultural Contacts between Central Asia and Mughal India. Central Asiatic Journal, 1998.Haider, Najaf. Norms of Professional Excellence and Good Conduct in Accountancy Manuals of the Mughal Empire. International Review of Social History, 2011.Mukhia, Harbans. The Mughals of India, New Delhi. Wiley-Blackwell, 2004.Schimmel, Annemarie Burzine K. Waghmar. The Great Empire of the Mughals: History, Art and Culture. Reaktion Books, 2004.

Death Of A Salesman By Arthur Miller - 1789 Words

Arthur Miller born and raised in Harlem, New York in 1915. He was raised in a stable cash flowing home until the wall street crash of 1929. The Miller family moved from Upper East Side in Manhattan to Gravesend, Brooklyn. After Arthur Miller graduated from high school, he worked multiple jobs in order to help save enough money to attend the University of Michigan. While attending the University of Michigan he wrote his first play No Villain with a well known playwrighter, Professor Kenneth Rowe. Miller being inspired by Professor Rowe decided to move back to the East and begin his career. His playwrighting career did not start as he had planned,his 1940 play The Man Who Had All the Luck: Just after four performances and plenty of woeful reviews the play came to a halt. However six years later his play All My Sons was deemed a success and Miller won his first Tony Award for best author. â€Å"His play Death of a Salesman won him the triple crown of theatrical artistry: the Pulitzer Prize, the New York Drama Critics Circle Award and a Tony.† (biography.com) Willy Loman, a salesman, just coming back from a failed business trip comes home to a concerned wife, Linda, who is worried about her husband’s well being, due to the fact that he is in his sixty and has to travel and ample amount of time to his business trips. Biff and Happy who are Willy’s sons are visiting their parents and reliving old memories, and theres a point where they over hear their father rambling something inShow MoreRelatedDeath Of A Salesman By Arthur Miller1387 Words   |  6 PagesAmerican play-write Arthur Miller, is undoubtedly Death of a Salesman. Arthur Miller wrote Death of a Salesman in 1949 at the time when America was evolving into an economic powerhouse. 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His wife Linda is sad and lonely; his youngest son Biff is presented as a swinger/player while his eldest son Happy appears anti-business and confused by the behaviorRead MoreDeath Of A Salesman By Arthur Miller1573 Words   |  7 Pagesrepresents a character with a tragic flaw leading to his downfall. In addition, in traditional tragedy, the main character falls from high authority and often it is predetermined by fate, while the audience experiences catha rsis (Bloom 2). Arthur Miller’s play Death of a Salesman is considered to be a tragedy because this literary work has some of the main characteristics of the tragedy genre. In this play, the main character Willy Loman possesses such traits and behaviors that lead to his downfall, and theRead MoreDeath of Salesman by Arthur Miller972 Words   |  4 PagesIn the play Death of a Salesman by the playwright Arthur Miller, the use of names is significant to the characters themselves. 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Throughout the play however, the family begins to show that through their endeavors to live the American Dream, they are only hurting their selves. The play begins by hinting at Willy’s suicidal attempts as the play begins with Linda askingRead MoreDeath Of A Salesman By Arthur Miller Essay2538 Words   |  11 PagesSurname 1 McCain Student’s Name: Instructor’s Name: Course: Date: Death of a Salesman Death of a salesman is a literature play written by American author Arthur Miller. The play was first published in the year 1949 and premiered on Broadway in the same year. Since then, it has had several performances. It has also received a lot of accordances and won numerous awards for its literature merit including the coveted Pulitzer for drama. The play is regarded by many critics as the perfectRead MoreDeath Of A Salesman By Arthur Miller2081 Words   |  9 Pages#1 â€Å"Death of a Salesman† by Arthur Miller is a tragedy, this play has only two acts and does not include scenes in the acts. Instead of cutting from scene to scene, there is a description of how the lighting focuses on a different place or time-period, which from there, they continue on in a different setting. The play doesn’t go in chronological order. A lot of the play is present in Willy’s flashbacks or memories of events. This provides an explanation of why the characters are acting a certainRead MoreDeath Of Salesman By Arthur Miller1475 Words   |  6 Pagesto death to achieve their so- called American dream. They live alone and there is no love of parents and siblings. They may have not noticed the America dream costs them so much, which will cause a bigger regret later. In the play Death of Salesman, Arthur Miller brings a great story of a man who is at very older age and still works hard to achieve his desire, which is the American dream. Later, he no tices that his youth is gone and there is less energy in his body. Willy Loman is a salesman, who

Essay about Analysis Gender Equality and Gender...

The idea of separate sexes has been around since humans began constructing civilizations and has progressively worsened over time. The world has mostly consisted of patriarchal institutions since then, and has oppressed women in the sense that they are less than men in status and civility. Because of this women are forced to take on specific [often times inferior]roles in society, many of those roles being; taking care of the homestead, child care, and maintaining a kosher dwelling while men assume the more prestigious occupations. â€Å"A son in all sorts of trouble finally seeks out his father for advice during a particularly bad crisis. But when he finds his father wearing an apron while washing dishes in the kitchen, the son recoils in†¦show more content†¦However, the fight for gender equality didn’t really come into light until the suffragette movement in the 19th century, and the major goal was for women to gain equal voting rights. That doesn’t include indistinguishable salaries, and other essential rights. In the instance of wage gaps, for example, the 1999 United States Census Bureau reported that women earned about 77% of what men made. Also, in 2000 women made an average of 76% of what men made for that year. The most recent Canadian statistics shows that the gender wage gap in Ontario is 28% for full-time, full-year workers. This says that female workers earn 72 cents for every $1.00 a male worker earns (â€Å"Gender and Society† Margaret Mead). Women are capable of doing the same tasks men can do. However, discrimination against women continues. Statisticians approximate that around 10-15% of the wage gap is caused by gender discrimination. Inequality of all sorts has been challenged and rallied to be amended, but it seems as though women have been more so neglected in the process of social rehabilitation. Sexual discrimination is repeatedly ignored and frequently encouraged by society because for centuries it was customary for women to be regarded as objects or tools for sexual pleasure and domestic managers (i.e. childcare). During the major idea reform era, such as the Enlightenment some of the most renowned philosophers accepted that women were â€Å"inferior† to men. Jean Jacques RousseauShow MoreRelatedGender Discrimination And The Workplace Essay1242 Words   |  5 Pagesusually paid less than their male peers and they aren’t promoted as fast as their male peers. Progress has been make towards gender workplace equality but gender workplace discrimination continues to be an impediment to gender equality. For the purpose of research on gender workplace discrimination, I used four journal articles. The first article, Minimizing Workplace Gender and Racial Bias, by author William T. Bielby, discusses stereotyping in the workplace. 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Having a job is considered important for men and women, although the centrality of work is organized completely differently by gender. This form of inequality persists in all areas such as: participationRead MoreWomen Discrimination Against Women1691 Words   |  7 PagesDiscrimination Against Women Even in today’s day and age women are still continuously being discriminated against their gender role. Anti-discrimination laws have passed; however, women are still discriminated against in their chosen career goals, Women are still being stereotype to how society was back in the early days when women would only run the house hold. Raise the kids. Nowadays when women try to find different careers that where previous ruled by men, Women are still labeled as weak orRead MoreLegal Empowerment Of The Poor970 Words   |  4 Pagesinstitutions. 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Mental Health and Mental Illness Measuring the Depth Within

Running Head: MEASURING THE DEPTH WITHIN Mental Health Mental Illness Definitions Mental health is defined as the state of satisfactory use of mental function, which results in productive activities, interactions, adjustment to change and coping with challenges (Healthy People 2020, 2012). It is fundamental to ones personal well-being, his interpersonal relationships, and fruitful participation in, and contribution to, society in general. Mental illness or mental disorder refers as a whole to all diagnosable disturbances of the mind. These disturbances are characterized by changes in thinking, mood, and/or behavior, which produce pain, discomfort, abnormal functioning or death. Mental illnesses are serious medical conditions, which cannot be overcome by simple will power. They are not caused by personality weakness or intelligence (Healthy People 2020; NAMI, 2012). Current Statistics Although widespread, mental illness afflicts only about 6% of the population (NAMI, 2012). 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Kaizen Event Implementation Manual Dearborn-Myassignmenthelp.Com

Question: Discuss About The Kaizen Event Implementation Manual Dearborn? Answer: Introduction Latino Engineering, a 30 year old engineering company has achieved tremendous success over its lifetime, under the leadership and management of the founder, Dominic Latino, a mechanical engineer with a passion for quality engineering products. Through Dominic and his teams leadership, the company has developed a reputation for quality supplying various engineering products and components to diverse industries including utilities, oil and gas, infrastructure, and construction. Because of its great reputation, profitability, and client base, a consortium of investors bought the company, and retained most of the companys workforce, albeit with some managers quitting to seek greener pastures. Fearing loss of complete control, the founder, Dominic, also decided to sell the company and retire. However, a year after, several cracks are appearing; clients are complaining of poor customer service, defective engineering equipment, poor design and development follow-up with the clients, issue r esolution turnaround taking too long, and cases of the wrong equipment being sent to customers. This report provides ways by which the new owners can identify the source of the problems and proposes a plan for continuous improvement methodologies to return the company to its former glory and attain new standards of quality and reliability. The plan will be illustrated using pictorial methods and a plan for the implementation of the continuous improvement plan. Continuous Improvement Plan The quality improvement process at Latino Engineering must start with how the root causes for the problems are identified, having been acknowledged that problems exist. The proposed methodology involves the implementation of the 7 Quality Control (7 QC) Tools for Continuous Improvement of Manufacturing Processes known popularly as the 7 QC tools (Oakland 2014). The 7 QC Tools refer to statistical tools introduced and developed in Japan, which according to Magar and Shinde (2014) can be used to tackle 95% of all problems related to manufacturing. The 7 QC Tools include; The Pareto Diagram The Cause and Effect Diagram A Histogram Control Charts Scatter Diagrams Use of Graphs Check Sheets These are discussed in the following sections on how Latino Engineering will apply them to solve existing problems and further improve their products and services. The diagram (shown in Appendix II: 7 QC Diagram) shows how the methodology discussed below should proceed. Before implementing the 7 QC Tools, it is important that the root causes are identified and a higher level overview provided. This is achieved using the POTI (Processes, Organization, Technology, and Information). This is an Agile process that enables incremental assessment and improvement of the problems identified; this method is used by implementing the 7 QC Tools (Cano, Moguerza Redchuk 2012). The POTI diagram is shown in Appendix I: POTI Diagram. Using the POTI diagram, Latino Engineering organizational culture must be evaluated as it seems the root cause of most problems, given the company retained most of the staff under the previous management of Dominic. In evaluating the organizational culture; the structur e of the organization will be reviewed, along with roles and skills required for present and future business functions, staffing levels, and from this analysis, changes to the companys organizational structure will be proposed and implemented. This is because after some former managers departed, the new culture seems not to focus on quality and customer satisfaction as happened under the leadership of Dominic and his managers ('Project Management Tips', 2017). Next, the processes will be evaluated to include the business functions and processes at the company, performance levels, operational costs, the vision and required future state as processes have a bearing on many factors, including communication and quality assurance. Next, the technology requirements for Latino Engineering will be evaluated to see gaps and introduce technology that will enhance quality design such as the use of Building Information Modeling (BIM) and Auto CAD (Sanchez, Hampson Vaux 2016) along with systems such as CRM and ERP programs to enhance communication and ensure quality customer service (Crandall Crandall 2015). Finally, the information component will be evaluated to determine the necessary information required and the relevant data; the communication between company and clients will be evaluated, as is communication with designers, engineers, and customer service agents. This will identify the root cause of the problems and is an essential process before implementing a continuous improvement plan (CIP) using the 7 QC Tool to improve on product quality and customer service The Pareto Diagram This tool is particularly important for the Latino Engineering problems because it arranges items in the order of their contributing magnitude so that the few items that exert the maximum influence are identified (Cano, Moguerza Redchuk 2012). Based on the identified problems the biggest problem must be the issue of poor design and development follow up with clients, which contributes to most of the other problems that are assumed to be 35% of the problems and must be happening pervasively at the organization. The second problem is that of poor communication as the first issue shows follow up during design and development is poor; this contributes to 30% of the problem. The third major issue is as a result of the first two problems and are defective engineering products, that should contributed (assumed) 25 of the problems being experienced. The next problem is non-responsive customer service and team that we assume contributes 15% of problems. Next cause is too long turnaround in d ealing with issues that we assume contributed 10%, and the final issue is cases where wrong equipment is packed and delivered to the clients and we assume this contributes to 5% of problem in terms of impact. These are then visually represented in a Pareto chart by tabulating the absolute numbers; for example, the number of times every week of poor design and follow in design and development with clients. The number of times this is done is established and recorded (Suganthi Samuel 2006). For all the items, this data is collected and tabulated with the Y axis of the chart having two sides; the left will show the numbers while the right side will show the percent contributions (See Appendix III: Pareto). Graphs and points are developed and the points joined; at this point the chart is ready for interpretation. At some point, the chart slope will change suddenly and its the point that separates the vital few from useful many (Srivastava 2006). Focus will be placed on the vital few fo r the best impacts. Cause and Effect Diagram Once the Pareto diagram is developed and interpreted, the cause and effect diagram is developed; this is a tool used to show the systematic relationships between symptoms and/or results and its possible causes. The tool enables systematic ideas about ides to be developed on the problem causes. Poor communication can be due to weak management controls and lack of necessary tools to aid communication and design. This will require on agreeing on what effect is and defining it so that causes for it can be established (Chandramouli 2013). The effect is placed at the right end of the entire diagram and then the spine drawn (See Appendix III how this looks). Arrows are used to connect the possible causes to the backbone. After brainstorming to establish the causes of poor design (such as unsuitable design tools and poor use of design tools, lack of proper testing of tools or use of simulation software such as Siemens PLM to simulate performance after design and make changes based on simulat ion results), according to Middleton Sutton (2005). The relative importance of identified causes will then be discussed and brainstorming sessions held for more causes and the list of important causes shortlisted. The cause and effect for the identified complaints include; Cause Effect Poor design parameters Poor design and development follow up with clients Lack of sufficient testing of equipment prototypes Lack or insufficient simulation runs of design Poor culture of communication with customer during design and development Poor understanding of client needs Poor controls by managers on communication, design, and simulation/ testing standards Lack of the necessary tools to aid quality design Poor design systems Defective engineering equipment Lack of sufficient testing of equipment prototypes Lack of strict quality control by management Poor raw materials purchased Lack of proper planning of manufacturing and production activities leading to rushed production Poor understanding of product and design requirements Poor organizational culture Too long turnaround time for issue resolution Lack of proper understanding of customer concerns Poor customer service Poor tools for managing communication with clients, such a s not logging customer complaints Lack of coordination between departments Non responsive customer service team Poor organizational culture Few contact points with customers Lack of tools such a CRM software for customer service Poor inventory control and management systems wrong engineering equipment was packaged and delivered to clients Poor internal communication Lack of enterprise systems to manage aspects of logistics and communication Histogram This is a frequency distribution diagram that depicts the distribution patterns of what has been an observed, grouped in class interval that are convenient and arranged in the order of their magnitude. The histograms will be used in studying distribution patterns of the observations and drawing conclusions concerning the process using the established pattern. For this activity, about 50 observations about an item will be collected and values arranged in ascending manner. The range of values will then be divided into convenient groups, each representative of an equal class interval. The group numbers will be approximately the square root of the number of observations; in this case we will have seven groupings. For each group, the frequency is noted and a Cartesian plane chart drawn with the frequency shown on the Y axis and the appropriate scales on the X axis (See Appendix IV). For every group, bars will be drawn and the distribution patterns for problems and issues studied and evalu ated and conclusions drawn ('What is Six Sigma' 2017). Control Charts All production processes have inherent variability due either to assignable causes (that can be prevented) and random causes (that are not preventable). The chart will enable assignable causes to be made out and production troubles diagnosed and corrected for engineering equipment Latino produces with substantial improvements possible. Using this chart, we will know when a process must be left alone and when action must be taken. This will be done by identifying attributes and quantifying them as variables and the mean and range also identified. X is the sub group mean while R is the range showing the difference between the maximum and minimum within the sub group. Control charts that deplete the _X and R variations; R charts will be used when sub groups are between 2 and 5 and s charts used when they are above 5. Control charts for attributes will then be developed (Charantimath 2011) Scatter Diagram This helps show the relationships between variables; for instance how is poor design tools related to poor quality products? There are variable in which a relationship can be non-existent. Relationships can be weak or strong, positive or negative and can be a simple relationship or a complex one. This will entail drawing a scatter diagram with one variable on the X axis and another on the Y axis and using a best line of fit, the relationship can be determined, along with the mathematics representation in the form y = mx + c (The slope of the diagram) which can be used to predict how one variable changes in response to the other variable (Charantimath 2011) (See Appendix V) The data found during analysis will then be represented as pictorial data in the form of graphs to enable a quick understanding of what they mean, rather than having to read through the description and analysis of the data. Depending on the data types collected, various types of graphs can be used, for instance line graphs for data changes, bar graphs for data size comparisons, Gantt charts for scheduling and planning, and radar charts for showing data changes (Shiba, Graham, Walden Petrolini 2007). Check Sheets The final steps in employing the 7 QC Tools will be to develop check sheets which requires that the collected data and information is comprehensive and relevant. The check sheets are used for data collection and will be specific for the data to be collected. The check sheets can be incorporated into a CRM or ERP software application so that the communication with clients data is recorded for future review; same as design, simulation, and testing engineering components. This data will be stored in the software application and used by management for decision making and observing trends; the data can be extracted and used for data sheets. The collected data using check sheets must be classified meaningfully, through a process known as stratification to help with understanding of dispersion and relevance of the data. These can then be panned and used for obtaining meaningful outputs (Shiba, Graham, Walden Petrolini 2007) The application of the 7 QC and the POTI diagram development will be the first step in attaining better product quality and providing better customer service and support for the Latino Engineering Company. Once the relevant problems are identified, effort must be made to continuously make improvements to all processes. The concept of continuous improvement posits that steps are repeated to identify causes of problems and classify them, and then implement solutions that improve the product by eliminating/ minimizing the causes. Further, continuous improvement requires that overall processes are further refined, even after causes of problems have been eliminated to continuously make customers happy. It is a cycle that is continuous and should be part of the organizational culture at an organization. This will require identifying opportunities in the entire work flow where improvements can be made; for example, using modern BIM and Auto CAD software during engineering components design and then employing PLM software for simulation; the simulation will give the theoretical performance of the products and then these can be refined for further improvements. After making design improvements, simulations are run again until the desired performance metrics for the design are attained. A final design is then made and a prototype produced, which is then tested under different conditions and refinements made to design, before the final version is produced. Continuous improvements must occur at all different levels of the organization, starting from procurement of raw materials, contacts with the customer, design, improvements, delivery, and handing customer concerns. After identifying improvement opportunities, a plan will be developed, using various tools, on how the way present processes can be improved. For instance, an ERP can be implemented to help manage orders and raw materials supply and an integrated CRM be used for managing customer concerns and complaints. After developing the plan, it is then executed; for instance, improving on reporting structures for the design process, using modern design and simulation software, employing information systems or improving them , changing the organizational culture to be more responsive to customer needs, even training employees on various aspects, including customer service and product design. After execution, a review is done through data collection to evaluate the impact of the improvement measures and decide on which ones have little or no impact and what has greater impact. In employing continuous improvement (CI), the requirements for success are identified; such as a maximum acceptable numbe r for defects per product, maximum turn around tie in dealing with client concerns, number of tests before a component is manufactured, response times to customer concerns, number of simulations before final design is approved; among others (Nakamura 2000). This process also requires effective project management approaches and skills to achieve Continuous improvement approaches include the use of methodologies such as Lean Production where the Kaizen technique is used. Kaizen is a Japanese principle developed too enable continuous improvement and is a strategy requiring employees at all the organization levels to proactively work together to attain improvements that are regular and incremental during the manufacturing process (Laraia, Hall Moody 1999). Kaizen works by combining all talents within an organization to create a powerful improvement engine. Kaizen has a dual nature consisting of action plans and a philosophy. As action plan, Kaizen entails organizing events aimed at improving specific areas in an organization and involve employee teas at all levels in the organization, especially employees in the plant floor (Ortiz 2014). At Latino Engineering, it will require all employees improving processes such as communication, machining, testing, and shipping products to customers. The philosophical aspect of Kaizen requi res developing a culture in which all employees are involved actively in making suggestions for improvements and having these reviewed and implemented. This then becomes a natural way of thinking for the employees of the company, including managers. The Kaizen method will require the following steps to be followed; Setting goals with a given background; such as reducing defects in products to less than 4% for every 1000 units of the product Reviewing the present state such as of defective products and developing an improvement plan Implementing the improvements, such as following the QC tolls method Reviewing the measures taken and dealing with what does not work, such as eliminating some tools or methods Reporting results and determining follow up items. The kaizen approach is to be implemented using a scientific approach involving Planning, Doing, Checking, and Acting. These will also entail Total Quality Management (TQM) principles to ensure quality define all production work (Mika 2006) Conclusions Latino Engineering has been a successful company held in high regard by customers for quality engineering products and quality delivery. Because of its impressive revenue and customer base, investors wanted a piece of the company. The founder and owner, Dominic, a passionate engineer decided to sell the company altogether rather than a portion as this would mean he lost control especially in decision making. After a year, Latino Engineering is faced with serious challenges, including defective equipment, poor design and development follow up with customers, very long turnaround in handling customer issues, a customer service team that is non-responsive, and cases where the wrong equipment is packed and sent to customers. To resolve these issues, Latino Engineering will need to use the 7 QC Tool to identify and correct these problems, in the context of Kaizen and TQM platforms for continuous improvement. The identification of problems will be done using the POTI model/ tool. These ste ps will ensure significant changes after the three month period to ensure improvements. References Cano, E. L., Moguerza, J. M., Redchuk, A. (2012). Six sigma with R statistical engineering for process improvement. New York, Springer. Chandramouli, S. (2013). PMP certification excel with ease. New Delhi, Dorling Kindersley. Crandall, R. E., Crandall, W. (2015). How management programs can improve performance: selecting and implementing the best program for your organization. Charlotte, North Carolina : Information Age Publishing Laraia, A. C., Hall, R. W., Moody, P. E. (1999). The Kaizen Blitz: accelerating breakthroughs in productivity and performance. New York [u.a.], John Wiley. Magar, V. and Shinde, V. (2014). Application of 7 Quality Control (7 QC) Tools for Continuous Improvement of Manufacturing Processes. International Journal of Engineering Research and General Science, [online] 2(4), pp.364-371. Available at: https://www.ijergs.org/files/documents/APPLICATION-45.pdf [Accessed 2 Oct. 2017]. Middleton, P., Sutton, J. (2005). Lean software strategies: proven techniques for managers and developers. New York, N.Y., Productivity Press. Mika, G. L. (2006). Kaizen event implementation manual. Dearborn, Mich, Society of Manufacturing Engineers. Oakland, J. S. (2014). Total quality management and operational excellence: text with cases. London, Routledge, Taylor Francis Group. Nakamura, S. (2000). The new standardization: keystone of continuous improvement in manufacturing. Portland, Or, Productivity Press. Ortiz, C. A. (2014). Kaizen and kaizen event implementation. New York, Prentice Hall. 'Project Management Tips' (2017). POTI: A Model for Programme Blueprints. [online] pmtips. Available at: https://pmtips.net/blog-new/poti-model-programme-blueprints [Accessed 2 Oct. 2017]. Sanchez, A., Hampson, K., Vaux, S. (2016). Delivering Value With BIM: a whole-of-life approach. [S.l.], Routledge. Shiba, S., Walden, D., Graham, A., Petrolini, J. (2007). Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability. Florence, Productivity Press. Srivastava, A. (2006). Enabling the discovery of recurring anomalies in aerospace problem reports using high-dimensional clustering techniques. 17 pp. Suganthi, L., Samuel, A. A. (2006). Total quality management. New Delhi, Prentice-Hall of India. 'What is Six Sigma' (2017). Seven Basic Tools of Quality. [online] Whatissixsigma.net. Available at: https://www.whatissixsigma.net/7-qc-tools/ [Accessed 3 Oct. 2017].

Health And Disability Infection Control Management System

Question: Discuss about the Health and Disability for Infection Control Management System. Answer: Introduction The implementation of an effective infection control management system highly warranted in the context of preventing the pattern of nosocomial infections across the hospital setting. The administration of hand hygiene, respiratory care and sedative measures required by the healthcare teams for safeguarding the patient population as well as healthcare professionals from the debilitating manifestations that arise from the progression of various contagious conditions across the hospital environment. The infection control preventionists needs to track the causative factors of infection transmission and execute preventive as well as remedial interventions for enhancing the health and wellness outcomes of the treated patients across the hospital wards. The evaluation of the infection control program is required by the healthcare teams in proactively modifying the infection control strategies for reducing the length of patients' stay across the healthcare setting(Mehta, et al., 2014). Standard 3.1 (Infection Control Management) of the Health and Disability Service Standard (HDSS: 2008) The objective of HDSS 2008 standard 3.1 attributes to the effective elevation of the safety of healthcare consumers, providers and visitors during the operational hours across the healthcare setting (MOH-Manatu-Hauora, 2008). Infection control management strategies prescribed by the standard 3.1 of HDSS advocate the requirement of elevated focus on the basic infection control principles in the context of challenging the progression of various contagious conditions across the hospital environment. This section further emphasizes the requirement of configuring a consistent and dynamic infection control baseline requiring utilization during the administration of healthcare services to the patient population. The infection control measures emphasized by standard 3.1 of HDSS warrant the deployment of effective control systems and structures for elevating the quality of healthcare interventions for the treated patients. The administration of qualitative healthcare strategies assists in the effective implementation of infection control approaches for reducing the burden of infectious conditions among the treated patients in the hospital setting. Evidence-based research literature advocates the requirement of practicing hand hygiene measures and sedative interruptions for controlling the catheter related infections among the patients across the hospital setting (Reed Kemmerly, 2009). The respiratory care measures across the hospital setting require the administration of interventions like deep breathing exercises, intermittent positive pressure breathing and incentive spirometry for reducing the onset and establishment respiratory complications and associated infectious processes among the admitted patients (Kleinpell, Munro, Giuliano, 2008). The infection control management system across the hospital setting should include and emphasize the requirement of administering educational interventions and feedback sessions in the context of providing social support to the healthcare teams for effectively controlling the pattern of infection progression among the treated patients (Cimiotti, Aiken, Sloane, Wu, 2012). 2008). The teams must efficiently coordinate with each other for implementing infection control protocols and related measures in the context of elevating wellness outcomes among the patient population. The delineation of responsibilities between the healthcare governing bodies and management teams potentially assists in reducing the establishment of antibiotic resistant microorganisms among the treated patients in the hospital setting. Infection control teams require practicing stringent measures for implementing comprehensive infection control strategy while screening each patient for various infectious processes (Whitelaw, 2015). Infection control measures require configuration in accordance with the associated risk of the development of particular infectious conditions across the hospital setting. The risk of infection progression associated with the healthcare services also requires consideration while deploying effective infection control systems across the hospital settings (M OH-Manatu-Hauora, 2008). Evidence-based research literature emphasizes the risk of establishment of infectious conditions following the surgical interventions during the stay of patients in the hospital setting. Therefore, the practice of aseptic measures and principles of hygiene through the healthcare teams required across the hospital environment for reducing the acquisition of post-operative infections among the treated patients (Sydnor Perl, 2011). The infectious disease conditions that require hospital admission complicate further with the onset of nosocomial infections and therefore, the deployment of hospital epidemiologists required for tracking the infection progression rate in the context of configuring remedial interventions for its effective treatment across the hospital setting (Sydnor Perl, 2011). The endorsement of infection control policies and conventions required across the hospital environment for challenging the progression of infectious processes (MOH-Manatu- Hauora, 2008). Infection control policies and programs sponsored by New Zealand Health Quality Safety Commission considerably assist in reducing the risk of establishment of infectious conditions among the treated patients in the healthcare facilities. These infection control programs also facilitate the effective reduction in the utilization of the central line in cases of bacterial infection of the surgical site for improving patient outcomes across the hospital setting (Roberts Jowitt, 2015). The nine criteria (including their positives and challenges) warranted for an effective control management system in a 500-bed hospital categorized below with appropriate references: Criteria 1.1: The hospital administration must effectively delineate the infection control responsibilities between the hospital teams for the systematic management of a potential infection control system across the 500-bed hospital (MOH-Manatu-Hauora, 2008, p. 22). For example, the medical lab technologist can be assigned the responsibility of tracking the blood stream infections through the lab analysis of blood samples and escalate the evidence of infectious conditions of patients to physician groups for their effective management (Yagi, 2010). However, the greatest challenge in assigning the infection control responsibilities to the medical teams attributes to the resistance offered by the team members in undertaking the additional measures in the absence of additional compensation. Criteria 1.2: The hospital administration requires undertaking strict measures for defining the reporting lines as well as frequency of the issues related to serious infection control requirements for their instant escalation to the respective hospital authorities (MOH-Manatu-Hauora, 2008, p. 22). The biggest challenge in implementing these reporting lines is the systematization of the process of infection monitoring across the hospital setting. The appropriate implementation of the reporting lines by the healthcare professionals assists in systematizing infection control measures across the hospital environment for reducing the scope of establishment of nosocomial infections (Reed Kemmerly, 2009). Criteria 1.3: The documentation of a well-defined infection control programme by the healthcare authorities is highly warranted in the context of streamlining the infection control strategies across the hospital environment (MOH-Manatu-Hauora, 2008, p. 22). The documentation of infection control norms and policies will assist the healthcare teams in effectively monitoring the infection control approaches deployed for controlling the establishment of nosocomial infections. The greatest challenge in delineating an infection control programme attributes to the acquisition of a common consensus among the healthcare teams regarding the infection control measures and their implementation across the hospital environment. Criteria 1.4: The development of the infection control programme warrants the deployment of key stakeholders while engaging them in monitoring the attributes of the programme prior to its approval by the governing body (MOH-Manatu-Hauora, 2008, p. 22). This will increase the effectiveness of the programme and assist in obtaining the necessary funding from the stakeholders for its implementation. However, the challenge in implementing the programme attributes to the acquisition of support and approval from all stakeholders regarding the programme implementation across the hospital environment. Criteria 1.5: This criterion advocates the requirement of establishing a well-defined process for obtaining infection control support for the effective prevention of infectious processes across the hospital environment (MOH-Manatu-Hauora, 2008, p. 22). This will effectively reduce the time of taking necessary measures for controlling infection and facilitate its appropriate monitoring across the hospital environment. However, the unwillingness of hospital teams in attaining additional responsibilities in terms of implementing the predefined infection control process might challenge its establishment across the 500-bed hospital. Criteria 1.6: The deployment of infection control team for managing the infection control processes and reporting of the findings to governing body warranted in the context of implementing a responsible infection control system across the hospital environment (MOH-Manatu-Hauora, 2008, p. 22). However, the selection of such a responsible team of healthcare professionals proves challenging for the hospital administration while implementing infection control approaches. Criteria 1.7: The segregation of roles and responsibilities of the infection control team required in the context of systematically implementing the infection control programme across the healthcare setting (MOH-Manatu-Hauora, 2008, p. 22). The challenge in delineating the infection control roles and responsibilities among the healthcare team members attributes to the resistance that they might exhibit in acquiring the additional roles in the absence of additional remuneration. Criteria 1.8: This criterion emphasizes the requirement of undertaking consultation with the infection control team prior to implementing significant changes in the healthcare practices and staffing across the 500 bed setting (MOH-Manatu-Hauora, 2008, p. 22). This will assist the healthcare teams in recommending necessary infection control requirements in the process of amendments in the healthcare practices. However, the practical implementation of this process appears time-consuming and leading to operational mismanagement across the 500-bed hospital. Criteria 1.9: This criterion advocates the requirement of preventing the clients as well as members of the healthcare teams exposed to the infections processes from contacting the uninfected people across the hospital setting. This will effectively reduce the scope of infection progression; however, the healthcare teams might experience ethical issues while selectively restraining their team members in contacting the treated patients in the 500-bed hospital (MOH-Manatu-Hauora, 2008, p. 22). Role of the Infection Control Preventionists in the development and implementation of an infection control programme The infection control preventionists (IP) coordinates with the department of health for preparing effective policies, strategies and conventions in the context of reducing the onset of a pandemic event across the hospital environment (Uchida, et al., 2011). The IP provides necessary critical guidance regarding the potential resources that require deployment in a hospital setting during the state of public health crisis (Uchida, et al., 2011). The IP assists healthcare teams in retrieving and analysing the data related to past episodes of infection pandemics (Stone, et al., 2009). They also interpret this data in the context of identifying the causes and facilitators of infection progression across the hospital environment (Stone, et al., 2009). The tracking of causative factors of infection progression by the infection control preventionists subsequently assists healthcare teams in configuring prophylactic interventions for reducing the scope of infection pandemic among the treated p atients and member of the healthcare teams in the 500-bed hospital setting. The IP configures various quality measures for preventing the establishment of infectious conditions among the patients treated with decubitus ulcer prevention and influenza vaccination interventions in the hospital setting (Wagner, Roup, Castle, 2014). The IP requires coordinating with the laboratory units in the context of assisting them in following the safety measures during the evaluation of lab specimens for reducing the scope of the transmission of infectious organisms to the healthy persons in the healthcare teams and subsequently to the treated patients (Spencer, Uettwiller-Geiger, Sanguinet, Johnson, Graham, 2016). They also retrieve the data related to the infectious conditions treated by the healthcare teams across the healthcare setting. The infection control preventionists requires the effective retrieval and dissemination of information regarding the establishment and progression food borne pathogens in the healthcare facility (Kosa, Cates, Hall, Brophy, Frasier, 2014). This resultantly elevates the awareness of healthcare teams regarding the risk of the type of food borne infection and its adverse manifestations that exhibit detrimental effects on the treated patients as well as members of the healthcare teams in t he hospital setting. Therefore, with this information in hand the IP configures and effectively implements the appropriate infection control program advocating the practice of hygiene and safety interventions for retaining the quality of food served across the hospital premises. The IP facilitates the configuration of a hospital culture that advocates the implementation of clinical excellence among the healthcare teams for reducing the scope of infection progression across the hospital environment. The IP also motivates the healthcare teams in identifying the potential barriers that hinder the process of administering prophylactic interventions warranted for challenging the establishment of hospital-acquired infections (Saint, et al., 2010). The IP advocates the practice of contact precaution for patients with a past medical history of an infectious disease condition (Shenoy, Hsu, Noubary, Hooper, Walensky, 2012). This substantially reduces the risk of infection establishment among the healthy members of healthcare teams across the hospital environment. The infection control preventionists assists in the organization of antimicrobial stewardship programs that facilitate the effective coordination of IPs with the epidemiologists for the early identification of infectious processes across the healthcare setting (Moody, et al., 2012). The IP subsequently helps in the effective configuration of appropriate infection control strategies like education measures for the visitors, patients and staff in the context of elevating their compliance to the transmission-based precautions across the healthcare facility. The infection control preventionists also helps in the implementation of care bundle practices for preventing the establishment of infectious conditions among the treated patients. The IP utilizes electronic surveillance system and hospital intranet for expediting and disseminating the results of surveillance culture among the healthcare professionals and training the hospital staff for the needful implementation of infection control prevention strategies across the hospital setting (Conway, Raveis, Pogorzelska-Maziarz, Uchida, Stone, 2013). Evaluation of Infection Control Program The evaluation of an infection control program requires the systematic assessment of the epidemiological surveillance system and operational structure of the infection control program across the hospital setting (Menegueti, Canini, Bellissimo-Rodrigues, Laus, 2015). For example, the operational structure for preventing hospital-acquired pneumonia includes the human resources, physical space, legal obligations and implementation protocols for elevating the level of compliance of the healthcare teams to the infection control conventions. The IP requires evaluating the nosocomial infection prevention manual of the hospital to ascertain that latest and updated infection control strategies recommended for the healthcare teams and patient population. The hospital database containing the findings related to the adversities associated with pneumonia pandemic requires a thorough evaluation by the IP for testing its precision as well as authenticity in relation to infection control interventi on. Another example of evaluating the infection control program includes the systematic analysis of the hospital infrastructure and healthcare resources deployed for effectively controlling the progression of drug-resistant tuberculosis among the treated patients (Farley, et al., 2012). The evaluation of the deployment of full time infection control officer, tuberculosis infection control plan, provision of regular screening interventions, cough hygiene, smear positive patients, sputum collection strategies and health protocols for visitors necessarily warranted by the IP for identifying the potential of the infection control program in controlling the progression of drug-resistant tuberculosis. Example 1: The formative assessment strategies in IPC across the 500 bed hospital include the following approaches requiring implementation by the healthcare teams during the process of implementation of the infection control programme. Organization of interview sessions with the patients, caregivers and hospital staff in the context of evaluating their knowledgebase regarding infection control strategies requiring implementation for preventing the progression of infectious processes across the hospital environment The organization of laboratory investigation including blood culture tests for tracking the extent of infection progression and establishment across the 500-bed setting Administering questionnaires and organizing group discussions with the physicians, nurses and paramedics for evaluating the infection control measures deployed by them across the hospital setting Tracking the sustainable outcomes and impact of the infection prevention program in the 500-bed hospital Evaluating the preventive measures adopted by healthcare teams in terms of reducing the contact of infectious individuals with the uninfected people across the 500-bed hospital. Example 2: The summative assessment strategies in IPC across the 500 bed hospital include the following approaches requiring implementation by the healthcare teams during the process of implementation of the infection control programme. The execution of blood culture tests of the hospital teams as well as admitted patients for identifying the pattern of hepatitis causing organisms as well as bacterial transmission Evaluation of the quality of personal protective equipments utilized by the hospital teams in preventing the infection transmission across the 500-bed hospital Evaluation of the droplet precaution strategies adopted by hospital teams for infection prevention Identification of the burden of infectious conditions across the hospital environment Exploration of the level of immunity and pattern of infection exposure of the healthcare teams and patients after the implementation of infection control interventions. Conclusion The infection control preventionists require undertaking the thorough evaluation of the policies and procedures related to the infection control program across the hospital setting in the context of determining their effectiveness in challenging the progression of infection pandemic across the hospital environment. The inclusion and exclusion policies of the hospital concerning the requirement of isolating the infected patients as well as diseased members of the healthcare teams require evaluation for testing their appropriateness in facilitating the process of infection control across the healthcare setting. The IP must demonstrate the pattern of leadership across hospital environment for effectively channelizing remedial interventions warranted to control the transmission of infectious pathogens across the patient population. References Alp, E., Altun, D., Cevahir, F., Ersoy, S., Cakir, O., McLaws, M. L. (2014). 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