Development of Aircraft Maintenance Programme

Development of Aircraft Maintenance Programme 1.0 Introduction. The aircraft maintenance scheduling process is very detailed and encompasses the inputs of various departments of an airline. The maintenance programme needs to be efficient and cost effective. To establish a good maintenance programme there needs to be a liaison with the marketing, flight operations, engineering and finance departments so that the regulatory requirements of the airworthiness of the aircraft can be maintained. The objective of this paper is to produce a cost effective and efficient maintenance programme for KalAir. This will be based on one aircraft type operating on the domestic route and another aircraft type operating on the regional/international routes. The study will cover A 10 year maintenance plan. A suitable type of maintenance programme. In-house or outsourcing decisions. Type of skills required and the number of staff The aircraft chosen to operate the domestic route will be the ATR 72-500. The aircraft has the capability to use a propeller brake hence there is no need for an Auxiliary Power Unit (APU) when the aircraft is on ground. This will save weight on the aircraft and there will be less component maintenance costs and less spares will be required. The ATR 72 powered by the PW127F engines provides outstanding short field performance even on difficult hot and high airfields and this will be very useful for KalAir as most of its domestic destinations have short fields which are both hot and high. The A318 aircraft is chosen for the regional/international routes because fewer aircraft is required in the first 5 years compared to the E190 and this would save KalAir some money with its upfront capital outlay. Also similar type of aircraft in the A320 family is used in the region, hence more maintenance options and expertise will be available and higher spares availability can be achieved through spares pooling. 2.0 Purpose of Maintenance Maintenance is defined as ‘the action necessary to sustain or restore the integrity and performance of the airplane (Hessburg 2001). This will be achieved by carrying out the necessary inspections, repair, overhaul and the replacement of parts. Maintenance processes can be divided into three different categories namely hard time, on condition and condition monitoring. The hard time process requires the item to be removed and overhauled or discarded before exceeding a set time interval. This time interval can be based on calendar time, flight hours, flight cycles or at check intervals. The on condition process is where the item will be checked and tested periodically to see whether it meets the test standards and deterioration limits before deciding to replace the item. The condition monitoring process can either be a failure based or a predictive maintenance process if there is a trend analysis of the failure rates recorded. Generally condition monitoring components are usually operated until failure occurs and replaced as an unscheduled maintenance item until enough operator and industry experience is built. Maintenance is carried out on aircraft to ensure the aircraft can operate safely at all times. Maintenance is in place to ensure there is aircraft availability at all times to keep the fleet in service. If an aircraft is taken out of service the whole flight schedule will be disrupted and passengers need to be put on alternate carriers or be provided with accommodation to cope with the delay. The airline has to maximise the value of the aircraft by keeping the airframe, engine and components in good working condition by carrying out effective maintenance. Provision has to be made for chance failures like tyre bursts, hard landings and also for deterioration due to the environment and age which might cause corrosion problems, fatigue failure and wear and tear. 2.1 Types of maintenance checks Pre-flight checks are usually done before the first flight of the day and transit checks are carried out when the aircraft is on ground at its destination before the next take-off. These are cursory inspections of the aircraft to look for obvious damage, fluid leaks, and loose panels and to also ensure that oil levels are correct. The letter checks start of with the A check where it involves the opening of some access panels to conduct checks and servicing. Some special equipment will be required to carry out some of the checks like engine boroscope inspections. The C check is a detailed inspection of individual systems and components for functionality and serviceability like flight controls and engine inspections. In this phase of check extensive inspections will be carried out to check for fatigue failure and corrosion. As this check requires a hangar visit for about five to fifteen days this opportunity will be used to clear deferred defects and carry out the embodiment of service bulletins and airworthiness directives. The D check is an extensive structural check of the aircraft where both visual and non destructive test inspections are carried out to check for deformation, corrosion and cracking. As structural checks require a lot of disassembly to gain access for inspection it is very labour intensive and takes about twenty to thirty days on average. Table 1 is an example of the block maintenance and intervals for the different checks that will be used for the A318 aircraft in KalAirs fleet. Type Interval Downtime Main Purpose Daily 36h 2 to 3h General visual inspection (GVI) A Check 600 FH Overnight Servicing, Engine boroscope, GVI C Check 18 Mths 3 to 5 days Operational Check 1C/3C 2 days 2C 3 days 4C Check 5/6 Yrs 14 to 21 days Structural Inspection (Corrosion) 4C 5Y HMV 21 days 5Y only 14 days 8C Check 10/12 Yrs 24 to 51 days Structural Inspection (Corrosion+ fatigue) Table 1: A318 Block Maintenance Source: ATE Lecture notes 2008 Table 2 is an example of the block maintenance and intervals for the different checks that will be used for the ATR 72 aircraft in KalAirs fleet. Type Interval Downtime Main Purpose Daily 24h 2 to 3h Checks and zonal visual inspections A Check 500 FH Overnight Zonal visual inspections, lubrication, servicing and operational checks C Check 4000 FH 3 to 5 days Operational and functional checks on aircraft and powerplant systems Propeller Inspection 8000 FH 3 to 5 days (part of C check) Based on, on wing engine monitoring Structural Inspections 4C Check *2/4/8 Yrs 13 to 27 days Structural Inspection (Corrosion+ fatigue) * based on estimated 5.5FH daily utilisation Table 2: ATR 72 Block Maintenance Source: Adapted from ATE Lecture notes 2008 2.2 Maintenance Systems To carry out the maintenance on the KalAir fleet of aircraft there are two kinds of maintenance systems available. One is the pyramidal system where a set of jobs is planned for a particular interval and another set of jobs is added at the next multiple of this basic interval. The benefits of this system are that a fixed set of tasks are allocated and it can be completed within the time frame without much variation. However in this system the aircraft will be out of service for a long period of time and the workload for the maintenance staff will be subjected to cyclical variations leaving them idle at times till the next aircraft comes for maintenance. The other option available is a progressive or equalised maintenance system where large checks are broken down into smaller checks of equal size and carried out more frequently. The checks can be small enough to be carried out overnight and this will allow the workload for the maintenance personnel to be more constant. Therefore to me et KalAirs tight flight schedule and to maximise the workforce an equalised maintenance programme will be adopted. 3.0 In-house or outsourcing decisions The decision to conduct the maintenance in-house or to outsource the maintenance for KalAir that operates a fleet of three A318 aircraft in the first five years and four A318 aircraft in the next five years together with four ATR 72 aircraft for the whole ten year period is not an easy one. KalAir has not previous experience of operating either of these aircraft types and neither have they operated aircraft that were produced by these aircraft manufacturers. Moreover it would not make economic sense to acquire all the necessary tooling and equipment to maintain three A318 aircraft for the first five years. The capital investment to carry out heavy maintenance cannot be justified but, KalAir needs to ensure that it has adequate capability to handle line maintenance. As KalAir is operating in a region that is in close proximity to the Gulf and Indian sub-continent outsourcing the maintenance for the A318 aircraft would be the best solution. The heavy maintenance, engine overhaul and co mponent repair can be out sourced to maintenance organisations in India as there are about five airlines operating a total of about hundred A320 family aircraft (ATI). An alternative option of sending the A318 aircraft for maintenance in the Gulf is also available but the maintenance costs might not be as competitive as in India and the number of spares available in the Gulf region might be lower considering that less A320 family aircraft operate in that region. KalAir has some experience operating turboprop aircraft like the Antonov An 24 and Fokker F-27 and this experience can be credited towards carrying out maintenance on the ATR 72 aircraft. The systems architecture on turboprop aircraft that are western built and Russian built do not vary very much because of the use of more mechanical systems. Unlike western built modern jet aircraft which have a large amount of avionics introduced. Hence consideration can be made to carry out a larger portion of maintenance of the ATR 72 aircraft in-house. Also the hangar space required would not be very much and the equipment acquired to maintain the ATR 72 would not be a high investment compared to acquiring maintenance equipment for the A318 aircraft. Also the availability of the ATR 72 aircraft is very important as the airfields in the domestic sector are not very well developed and do not have navigation aids. Hence having in-house maintenance capability is quite important. KalAir can establish an in-house maintenance program together with a packaged deal where provisions for engine off wing maintenance, component and line replaceable units can be outsourced to the maintenance organisation in exchange for replacement parts thereby ensuring that the ATR 72 aircraft can carry on with its normal flying schedule as soon as possible with minimal down time. 4.0 Maintenance Engineering Organisation Structure The maintenance and engineering organisation structure of KalAir will be established according to the following areas covering these job responsibilities. The assumption here is based on the previous operating experience of KalAir and that there is already some maintenance capability with adequate hangar space. Technical Services Engineering, publications, planning and training (for both A318 ATR 72 fleet) Aircraft Maintenance Hangar Line (for both A318 ATR 72 fleet) Maintenance Control Centre (for both A318 ATR 72 fleet) Shop Maintenance Structures, mechanical and instrument (for ATR 72 fleet) Material Purchasing and receiving Stores and inventory Quality Quality Assurance Quality control Safety reliability The organisation has to be structured this way so as to ensure that it has maximum capability of handling the ATR 72 maintenance and the ability to handle an adequate amount of maintenance on the A318 so that it would not jeopardise the flight schedule. To ensure this KalAir will need to hold a large inventory of spares. This list of spares to be held will be based on the Minimum Equipment List of both the A318 and ATR 72 aircraft and also ‘AOG spares so that it would not render these aircraft on ground (AOG). Spare engines for both aircraft need to be kept by KalAir so that a Quick Engine Change (QEC) can be carried out and the aircraft replaced with a new engine. The engine that is removed can then be sent to the engine repair facility for repairs to be carried out. The materials planning needs to be done well in advance and the availability of spares and tooling needs to be ensured before the aircraft goes into the hangar for maintenance. 4.1 Manpower management As two aircraft types are operated by KalAir engineers will be type rated on both aircraft. Provisions will have to be made such that maintenance staff are trained to Part 66 standards with certification for Category A, B1, B2 and C for both the ATR 72 and A318 aircraft. KalAir needs to ensure that there is at least one staff with a Category C rating for the A318 and ATR 72 aircraft so that he can sign the certificate of release to service for these aircraft after the necessary maintenance. Though heavy maintenance of the A318 will not be carried out in-house the certification of staff at Category C level might be required for two purposes. One reason is if an AOG team is dispatched to recover an aircraft for a collapsed landing gear for example and the other is for ensuring the continuing airworthiness management of the aircraft during the airworthiness review. The line maintenance team will comprise of two groups of staff on duty one the ATR 72 team and the other the A318 team during the day. Each team will have three to four staff and one of whom will act as the team leader. KalAir will operate a three shift pattern operating twenty four hours. Table 3 shows the shift pattern and the manpower allocation. There is an overlap in the shifts so as to allow a proper handing and taking over between each shift. Shift Time A318 staff ATR staff Manpower 1 0630-1530 4 8 12 2 1500-2330 4 6 10 3 2300-0700 6 6 12 Table 3: Shift pattern and manpower Though maintenance staff will be cross trained on both aircraft types to meet manpower requirements for unexpected incidents a clear distinction between the two teams will be maintained during the normal operations. A higher provision for ATR staff is made for shift 1 because of the increased activity of aircraft at 1000hras and 1400hrs. A consistent number of staff will be maintained for the night shift as the work packages will not vary considerably, if it does the staff strength can be increased or overtime can be introduced. At the maintenance control centre two staff will be present during shift 1 and 2 as that is when all the flying activity takes place and the flight schedule needs to be maintained and the unexpected maintenance will be scheduled for the night shift. The line stations will be manned by Part 66 certified Category A staff to certify the aircraft after transit checks. 5.0 KalAir Maintenance Programme The KalAir flight schedule for an A318 and ATR 72 aircraft combination for year 1 and year 5 onwards is attached in Appendix 1. Based on this flight schedule the flight hours and the flight cycles can be calculated for both the fleets and is shown in Table 4. Year 1 to 4 Year 5 to 10 Aircraft Daily FH Daily Cycles Daily FH Daily Cycles A318 1 15 3 15 3 A318 2 15 3 15 3 A318 3 11.5 2 11.5 2 [A318 4] NA NA 8 2 A318 Average 14 3 12.5 3 ATR7 1 14.3 4 14.3 4 ATR7 2 14 5 14 5 ATR7 3 9.5 3 9.5 3 ATR7 4 3 1 10 3 ATR7 Average 10.5 4 12 4 Table 4: Aircraft cycles and flight hours The scheduling of the aircraft will be planned according to the average flight hours and cycles. Since the flight hours and cycles over time have been obtained, the calendar based and usage based inspections can be scheduled. The hard time maintenance intervals will be designed to be incorporated in the scheduled checks to allow for less down time. The aircraft that has the highest daily flight hours in each fleet will be the first in the sequence when the maintenance is planned. The maintenance schedule for the A318 aircraft will be based on the data available in Table 1 and the maintenance schedule for the ATR 72 will be based on the data in Table 2. The calculations for the A318 aircraft give about 7 A checks in a year. This can be scheduled such that an A check together with a split C check is done at a one and a half month interval carried out throughout the night over six days. Hence the C checks will be similar to a single task oriented maintenance concept except that it would be carried out over a longer time period with less aircraft visits. The 4C check and the 8C check come together with structural checks and heavy maintenance. For year 5 when the new A318 aircraft arrives it can be used as a replacement aircraft over the period of time when the existing A318 aircraft go through their heavy maintenance. A request for an earlier delivery for the A318 aircraft can be made so that the heavy maintenance can be carried out earlier. This will cause a delay in implementing the new flight schedule but it will definitely save KalAir the costs of leasing an aircraft in the interim and it will not disrupt the existing flight schedu le. The 8C check can be scheduled anytime after 10 years but as this will be a heavy maintenance combined with a C check it will take about 21 days. This will leave no alternative for KalAir but to schedule this heavy maintenance back to back for all the three older A318 aircraft after the newest A318 aircraft that came in year 5 completes its 4C check and heavy maintenance. For example A318 1 will undergo maintenance first because it has the highest utilisation, followed by A318 2 and so on from March to May during the period of heavy maintenance. The 4C checks will commence after receiving the fourth A318 aircraft if possible. The other aircraft will then be sent to a third party maintenance organisation for heavy maintenance. This 4C checks for the A318 will be scheduled from March to May of Year 5. This is to allow for stability of the flight schedule and the balance of work load for the maintenance staff as the ATR 72 fleet will return from their heavy maintenance beginning in October in Year 4 till January in Year 5. This is to give an allowance because it has been seen from past experience that when aircraft return from heavy maintenance there is an increased occurrence of maintenance snags. In Year 10 the 8C checks require restoration of main gear and can commence from March to May of Year 10 to synchronise all A318 heavy maintenance during this period. As this can be planned ahead provisions for a leased A318 can be made without being affected by the peak summer periods. If an A318 is unavailable KalAir can wet lease another type of aircraft that has similar capacity and operating capabilities. For the ATR 72 as the maintenance is planned to be carried out in-house. Based on a 500FH interval for an A check it works out to about one check in one and a half months. A C check will be at about a 15 month interval based on the flight hours of the flying schedule. It would not be productive for the ATR maintenance staff to remain idle between the inspection intervals hence the C1 and C3 checks in the first five years will be equalised before the first heavy maintenance in Year 4 which will allow it to be carried out in a shorter time. The C check intervals will be shortened such that each ATR 72 aircraft will undergo a check in a year. The maintenance will be scheduled such that the ATR7 1 has the highest utilisation will undergo maintenance first followed by ATR7 2 and so on. The heavy C checks for the ATR 72s will commence every year in October and last till January the following year. In the first five years it is possible to make a minor change to the flight schedule to free one aircraft so that the other aircraft can spend some time in the hangar for the heavy checks. Moreover this will last during the October to January time frame which is long enough for passengers not to be affected by the minor change in the flight schedule. With reference to the flight schedule in Appendix 1 the third ATR72, AT7 3 can operate to SUZ instead of TOZ at 1400hrs and operate another flight to TOZ departing for TOZ at 1800hrs as TOZ has capability to handle aircraft at night. This amendment to the flight schedule can be done during the October to January time period. From Year 6 onwards it would not be possible to use a block concept for the ATR 72 C checks because it would not be possible to take an aircraft out of the flight schedule. It would be possible to use a single task oriented maintenance concept for the C checks but the aircraft will still have to be out of service during the periods of heavy maintenance where structural inspections need to be carried out. For example the 8C check comprises structural inspections, landing gear replacements and propeller inspections which are huge job packages to be completed over a period of night stops. Hence it would be better to ground the aircraft to carry out this heavy maintenance and the necessary modifications and embodiment of Airworthiness Directives. During this period from October to January another ATR 72 aircraft can be leased to operate the schedule. It is also possible to operate an ATR 42 aircraft if an ATR 72 is unavailable because of the spare parts commonality and cross crew qualifi cation. The assumptions made in creating the maintenance schedule for the A318 and ATR 72 fleet of aircraft are. Aircraft maintenance is performed during the night at KKV The C checks for the ATR 72 from Year 1 to 4 will be performed during the day and night. The maintenance base is located within the vicinity of KKV airport. The heavy maintenance for the A318 is outsourced. The experienced gained on the first aircraft for the checks will allow maintenance staff to complete the same type of work on the other aircraft in a shorter time frame. The scheduled overhaul of engines and components with will be planned to synchronise with the scheduled checks. 5.1 Maintenance Costs The maintenance costs for the A318 and ATR 72 aircrafts are calculated and attached in Appendix 2A to 2D. The average flight hours and cycles from Table 3 are used to calculate the maintenance costs based on these utilisation rates. The assumptions made here are that the average distance travelled by the A318 aircraft is 1000nm and 200nm for the ATR 72, both the aircraft will depreciate to 30% of its original value after 12years and the cost of investment will include spares which amount to about 19% of the aircraft price. The annual maintenance costs for the A318 aircraft is about two million a year. From Year 5 the maintenance costs per aircraft is slightly less because an extra A318 has been acquired and the flight hours per aircraft are slightly lower giving rise to a lower cost per aircraft trip. The maintenance costs for the ATR 72 aircraft is about one million a year and it works out to about one thousand dollars per aircraft trip. The maintenance costs from Year 5 onwards has shown an increase because more flights are undertaken with the existing fleet of ATR 72 aircraft giving rise to a fifty cents increase per aircraft mile. 6.0 Issues to overcome There is a strong need to lease an aircraft for both the A318 and ATR 72 fleet when these aircraft undergo heavy maintenance. This is due to the high utilisation of the aircrafts in the normal flight schedule. There is a need to have an ‘AOG team and necessary spares inventory stationed at KKV in the event that an aircraft becomes stranded at one of the overseas stations. Supplementary work force can be employed from within the region or the Indian sub continent when the ATR 72s undergo heavy maintenance or the situation warrants it. If difficulties arise in carrying out the work in-house KalAir should establish strong relationships with maintenance organisations in India to outsource work as both the aircraft types operate in India and manpower will not be an issue. 7.0 Conclusion Due to its unique location and surroundings KalAir has to build up substantial maintenance capability. It can outsource maintenance work but has to hold sufficient inventory of spares to keep its fleet flying. KalAir cannot afford to have an ‘AOG and keep the aircraft on ground due to the unavailability of spares because of the very tight flight schedule it is operating. As all domestic traffic needs to be carried it also cannot afford to cancel flights and cannot remove aircraft from service to carry out maintenance. As the lessor requires that all aircraft return to base and no night flights can be conducted it gives a good opportunity to schedule all maintenance at night and clear all faults before the first flight the next day. Due to the constraints that KalAir faces it would be more prudent to lease aircrafts in the short term period when the A318 and ATR 72 aircraft undergo heavy maintenance to meet the flight schedule. References Clark, Paul. Buying the big jets: fleet planning for airlines. Ashgate Pub., 2007 Air Transport Intelligence Fleet Search http://www.rati.com/frameset/frameset_f.asp?target=../news/news.asp (accessed 3rd June 2008) Alfares, Hesham. K. Aircraft maintenance workforce scheduling. Journal of Quality in Maintenance Engineering 5(2), 1999 ATR aircraft website. http://www.atraircraft.com/public/atr/html/products/products.php?aid=506pid=28710 (accessed 3rd June 2008) Hessburg, Jack. Air carrier MRO handbook. New York : McGraw-Hill, 2001. Kinnison, Harry A. Aviation maintenance management. New York: McGraw-Hill, 2004. S.Yan et al. Airline short-term maintenance manpower supply planning. Transportation Research Part A (38), 2004 1.0 Introduction This paper will look into the regulatory requirements laid down by the European Aviation Safety Agency (EASA) for Continuing Airworthiness Management Organisations and then the procedures that need to be taken for a commercial airline based in the EU to meet these requirements. The European Aviation Safety Agency (EASA) was created on 28th September 2003 and endowed with the regulatory and executive tasks in civil aviation safety. EASA has jurisdiction over new aircraft type certificates, design related airworthiness approvals for aircraft, engines and parts. EASA has also developed regulations for air operations, flight crew licensing and has also established common technical requirements and administrative procedures for ensuring the continuing airworthiness of aircraft. European Commission Regulation 1702/2003 of 24th September 2003 is on the airworthiness and environmental certification of aircraft and related products, parts and appliances, as well as for the certification of design and production organisations. European Commission Regulation 2042/2003 of 20th November 2003 is on the continuing airworthiness of aircraft and aeronautical products, parts and appliances, and on the approval of organisations and personnel involved in these tasks. Annex I of EC 2042/2003 is on Part M Continuing Airworthiness, which lays down the measures to be taken to ensure that maintenance and airworthiness is maintained. It also specifies the conditions to be met by the persons and organisations involved in continuing airworthiness management (De Florio 2006). Annex II of EC 2042/2003 is on Part 145 Maintenance Organisation Approval, this establishes the requirements to be met by a maintenance organisation to qualify for the issue or continuation of an approval for the maintenance of aircraft and components (De Florio 2006). Annex III of EC 2042/2003 is on Part 66 Certifying Staff, this establ

David Ricardo :: essays research papers

David Ricardo was born on April 19 1772 in London and was the third son of 17 children. His parents were very successful and his father was a wealthy merchant banker, making a fortune on the London Stock Exchange. When he was 14, Ricardo joined his father's business and showed a good grasp of economic affairs. However, he was disinherited by his parents when in 1793, he married a Quaker, so he set up on his own career as a stockbroker. He continued as a member of the stock exchange, where his ability won him the support of an eminent banking house. His success in this allowed him to retire at the age of 42. This enabled him to pursue his interests in literature and science, particularly in mathematics, chemistry, and geology. Along with Malthus, Ricardo was very concerned about the impact that rising populations would have on the economy. He argued that with more people, more land would have to be cultivated. However, the return from this land would not be constant as the amount of capital available would not grow at the same rate. In fact the land would suffer from diminishing returns. Extra land that was brought into cultivation would become more and more marginal in terms of profitability, and eventually returns would not be enough to attract any further capital. At this point the maximum level of economic rent would have been earned. The knowledge of comparative advantage enables countries to trade with other countries more efficiently and knowing the opportunity cost than are forgone and making the correct choices.It improves diplomatic relations between the trading countries.It also enables us to know which countries are relatively better at producing certain goods as compared to other countries.So,due to this theory,it allows trade between countries to improve their consumption of the goods in the market.

Mendin Wall Essay -- essays research papers

Walls Have Two   Ã‚  Ã‚  Ã‚  Ã‚  In Robert Frost’s “Mending Wall,'; he shows a man views about a wall. The man names both pros and cons of having the wall. He also hints at how a wall might affect a particular society. The poem is a conversation between two neighbors on either side of a wall. The main speaker’s conversation shows his views about the purpose of the wall, and it’s effectiveness to either bring people together, or it’s tendency to separate them.   Ã‚  Ã‚  Ã‚  Ã‚  The main speaker’s conversation shows his feelings about the purpose of the wall. His monotonous feeling toward mending the wall shows his reluctance to having the wall. In his conversation he explains that there is no need for a wall because, “My apple trees will never get across and eat the cones under his pines'; (25). Since the speaker can find no reason for the wall he questions his neighbor on it’s purpose. And the other speaker can only answer with, “Good fences make good neighbors'; (27). With this answer the main speaker considers the fact that the wall must have no real purpose. Since the wall is not “walling'; anything in or “walling'; anything out (33).   Ã‚  Ã‚  Ã‚  Ã‚  Though the speaker sees the wall as having no purpose, he does name at least one good thing about it. The thing that he views as being good about the wall is it’s Moo...

Flag Burning Editorial :: essays research papers

Flag burning can be and usually is a very controversial issue with people. Many people believe that the American flag stands for something important and shouldn’t be destroyed in that manner. Others believe that flag burning is a statement that one should be able to make without major repercussions. Both sides have valid opinions and both sides state their case well. Although I am neither nor or against the burning of the flag, I believe the right should not be taken away. I believe that if a group of people have valid reasons and a valid point to make by obliterating a flag in such a way, they should have the right to do it. The people who are against flag burning seem to generally be those who have served this country through war and through other such ways. They are older people who believe that this country is quite wonderful if not almost perfect. They have a strong sense of patriotism to this country and would die for what it stands for: liberty and freedom. They could compare it to the burning of crosses in front of a church or to the way the Nazis turned a very beautiful symbol into a racial and religious hate badge for murderers. Disrespect for tradition is what it boils down to. From a young age we are conditioned to blindly respect that flag hanging from a pole and to pledge out allegiance to it without even knowing what it truly is. It has been tradition for at least three generations. People who have been prisoners of war or people who fought for this country have a reason to respect it so much. The have fought long and hard for what we have and respect it. Some of our generation doesnâ€℠¢t realize how lucky we have it. A child of this generation could debate how good and pure and wonderful this country is and could show you how we have had our liberty and freedom taken away to the point that we really don’t have any. True, we have had our freedom limited a bit, but that is only for the protection of ourselves from one another and from the government. As far as flag burning goes, people of this generation and other generations, have a right to show how they feel about what’s going on in this country. They feel that this county is doing something wrong and that is how they choose to express their grievance. Flag Burning Editorial :: essays research papers Flag burning can be and usually is a very controversial issue with people. Many people believe that the American flag stands for something important and shouldn’t be destroyed in that manner. Others believe that flag burning is a statement that one should be able to make without major repercussions. Both sides have valid opinions and both sides state their case well. Although I am neither nor or against the burning of the flag, I believe the right should not be taken away. I believe that if a group of people have valid reasons and a valid point to make by obliterating a flag in such a way, they should have the right to do it. The people who are against flag burning seem to generally be those who have served this country through war and through other such ways. They are older people who believe that this country is quite wonderful if not almost perfect. They have a strong sense of patriotism to this country and would die for what it stands for: liberty and freedom. They could compare it to the burning of crosses in front of a church or to the way the Nazis turned a very beautiful symbol into a racial and religious hate badge for murderers. Disrespect for tradition is what it boils down to. From a young age we are conditioned to blindly respect that flag hanging from a pole and to pledge out allegiance to it without even knowing what it truly is. It has been tradition for at least three generations. People who have been prisoners of war or people who fought for this country have a reason to respect it so much. The have fought long and hard for what we have and respect it. Some of our generation doesnâ€℠¢t realize how lucky we have it. A child of this generation could debate how good and pure and wonderful this country is and could show you how we have had our liberty and freedom taken away to the point that we really don’t have any. True, we have had our freedom limited a bit, but that is only for the protection of ourselves from one another and from the government. As far as flag burning goes, people of this generation and other generations, have a right to show how they feel about what’s going on in this country. They feel that this county is doing something wrong and that is how they choose to express their grievance.

Comparing Values Essay

1. What values underlie your desire to help others? The value which underlies my desire to help others is too simply to put myself in other shoes that are going through difficult situations. I would step in and try to give them as much support as they would need. I prefer to do good thing for other without looking for some sort of recognition coming from it. I just want to be able to help those in need. Good things come to those who are kind to others. This why I can see myself as being a good human service worker I am a caring person and I love helping others. 2. What social issues do you feel strongly about? The social issues I feel very strongly about are abuse. I think no matter what type of abuse it is this should not be happening. Although this occurs every day to someone it is hard to grasp why people do these thing to themselves as well as to others. 3. Which client behaviors would you have trouble accepting? I would have trouble accepting client’s behaviors that are abuse to themselves and others. Especially, if it is dealing with a person who is abusive to a child. This will touch home because I am a parent and I cannot see anyone harm a child. 4. Which of your values would you like to change? The values which I would like to change would be I guess money. Sometime I put too much into trying to make more money. I just should accept the pay I am getting. You have to sometimes crawl before you can walk to get what you want in life. 5. What would you like to accomplish in human services? The things I would like to accomplish in human services are to give all my clients the best services I can give them. I want to be able to be my client support system. I will find my client all the necessary resource he or she needs to help their situation. 6. How do you go about solving personal problems? Solving personal problems can be difficult. If you are dealing with someone who has wrong you. I feel the best way to try resolve the situation is tried to talk to the other person. I would try to let they know how I am feeling and try to listen to the side and just try to resolve the problem as best as we both can and just move forward. 7. Do you readily seek help from others when you need it? Sometimes I do seek others help when I need help. I am human I have problems to. I general seek help or knowledge from those who are older and have experience many things in life. Rather, this is my manager are family member we all can learn something are get help from other sometimes in lives.

B2B Organizational Marketing

Present twenty-four hour period market leaders confront a payoff of challenges in securing stark naked orders and nodes. These challenges whitethorn take the form of a larger subdue of players influencing the guest decision process, sum up buying criteria, greater expectations of faster feedback, and to a greater extent expectations from the customers that the gross gross sales force understand the customers requirements. The customers discombobulate become more(prenominal) than(prenominal) demanding and the competitors build become more amentiferous which have overly increased the challenges cosmos set astir(predicate) by the businesses.The businesses argon expect to possess the characteristics of flexibility, speed, easiness in dealing, fast, resilience, customer focus, and human warmth in their transaction (Rick Wolfe). Being a business base on the impulse and moods of the customers, the leisure journey business needs much of these factors to be integrat ed into them for be successful in attracting more and new customers.This paper attempts to draw and quarter a detailed report on the market techniques and business issues relating to the bazaar travel neckcloths and watch glass canvas Lines who ar the players in the same term of business with di resortrate market approaches to the business. fair sheet Lines A Background The evolution and growth of carnival canvas Lines marked the redefining of the leisure canvass industry. The connection approached a diverse market adopting a novel beginning of manoeuvre Ships adequately supported by competitively low pricing. in that location was increased pressure from contest which forced the political party to have a re numerate into its gaiety Ship fall guy, without disturbing the impartiality content of the smirch already highly-developed by the comp either. From the points of put nonp aril over of the customers the journey lines do non have any antitheticials. ac cordingly it became necessary for the fair canvas Lines to separate them to the customers by providing upgraded produce features, efficient usefulness, and a brand fig which is not sole(prenominal) convincing but also sophisticate.The 2,974 rider capacity 110,000 ton carnival familiarity was set to sail in July 2005. create at $ 500 million the institutionalize was the twenty graduation exercise vessels in the hand of carnival cruise Lines and it gave the partner attribute more passenger carrying capacity than any new(prenominal) journey lines. The beau monde arranged canvass top more than three million guests during the fiscal family 2004 and the keep companys revenues were in the region of $ 9. 73 billion, with net cyberspace of $ 1. 85 billion in the socio-economic class 2004.The company has been maintaining its principles to adhere to the term romp Ships throughout the category and a epoch has come when the top leaders of the company have to have a r ethinking on the level of customer service so that they can still maintain the brand image. This was due to the fact that there have been increased expectations and renewed competition in the industry. market Strategy of Carnival The company had to develop its selling dodging stringently out of necessity. At a plastered point of period Carnival did not have to view an advertising trend to promote its cruises.In fact at that duration no cruise lines made any efforts to advertise. During the wizt up years which were fragile the on mesa product was limited. The customers expectations were also limited as the cruise products that were avail competent were still comparatively new to the market and to the customers. The Fun Ships purpose of merchandising was set in transaction by Dickinson for the first time in the 1973 when he took charge as the vice-president sales of Carnival. He was inspired by the model of Happy institutionalise promoted by Commodore sail Lines.This p romotion started at a time when the cruise selling focused its attendance on the destinations covered by the cruises sort of than the ships that were used for the cruises. The cruising during these times was promoted as a highbrow, luxurious screw. However Carnival take a contrary trade scheme by reasoning that delight was what citizenry really wanted to give in a vacation. The company promoted the cruise in Mardi Gras as a turn-ship set out eon cruising instead of promoting the cruises on the basis of destinations.This style Carnival patch upd to send a kernel that was quaint in the cruise industry. (20) The merchandising strategy of the company refer round the policy of the company to guts the brand Fun Ships to coincide with its stead strategy. This enabled Carnival build an unmatched look upon pro spot on the promise of gambling during the cruise. This promise of mutant has been made the marketing strategy of the company for at to the lowest degree the n ext thirty years of its existence.In sooner an contrast to the separate cruise line customers Carnival through its Fun Ships marketing theme attracted middle-class customers who are relatively young. To these kinds of customers Carnival poke outed full casinos, live music, discos, and senile daytime activitiesincluding belly-flop, beer-chugging, and hairy-chest contests which were offered for the first time by any cruise. These swordplay based activities were quite different from the existing idea of in-cruise enjoyment of shuffletable and afternoon tea.With a view to happen upon improvements in these fun activities Carnival built the new ships starting from the year 1980 providing for the facilities for the fun activities with bright colors and nor-east lighting unlike anything before seen in a cruise ship. These were quite different and shocking to the traditional ship owners. Carnival used the first-time cruisers as tools for the market maturation strategy for communica ting the brand message of Fun Ships. The company articulated the Fun Ships image by showing the ships and the achievable entertainment architecture within the ships.The company promoted the marketing theme as having fun comprising of guests dining, dancing, playing, swimming, sunning, and socializing at affordable outlay. The company has started the advertising commercials in the 1984 and was the first cruise to advertise on the Television. The marketing prey of the company remained provision of fun all along the cruise. The company all the same continued to have the marketing objective to introduce vacationers to cruising and to reinforce the image of Carnival as the essence of fun (J. Robert Kwortnik Jr 2006).Challenges to Carnivals Market-Leadership The major challenge to the marketing efforts of Carnival and a threat to its market-leadership position, is the unbroken copying of the Fun Ships brand by the competitor lines. For example the Royal Caribbeans product offer of adventure-theme challenged the fun belief of Carnival Cruise Lines by an active-adventure rendering of Royal Caribbean similarly the next coevals of the ships of Royal Caribbean had a water theme park which would challenge Carnival Lines water-park innovation.Another threat to the market position of Carnival arises due to the repositioning of the brand. This may be the result of the tension faced in the development of brand image which is characterized by the improvements in the product. However the forethought steers the brand toward a more sophisticated version of fun, the risk of mixed signals and brand confusion This makes the a brands equity as more a function of the customers for a particular brand than the function of the brand. crystallisation Cruises a Background crystallization Cruise offers a hybrid style of cruising experience which is intriguing.though the cruise line is decidedly upscale, its ships are larger ones quite unlike its lavishness line competitors. T hese ships have the capacity of carrying 940 passengers. NYK lines of lacquer own watch glass Cruises. The company founded in the year 1990 is based in Los Angeles. The introductory ships owned by the company include a 940-passenger ship by appoint Crystal Harmony. This ship was first launched in the year 1990. The Crystal Symphony was the trice one to follow and also has a passenger carrying capacity of 940-passengers.The company added to its scoot the new ship Crystal tranquility with a capacity of 1080 passengers which first sailed in the summer of 2003. The company has sold the ship Crystal Harmony in the year 2005 to have once more except two ships in its fleet (Cruise Critic). Though the company has however two ships it has realize the distinction of one of the best cruise lines in the world with the extravagance of operate it offers on board the ships. The added feature which enhances the marketing ability of the Crystal is the wellness bludgeon products it offers on board its ships including the Spa.Crystal Serenity is the largest ship of Crystal Cruise. This ship has all the facilities that the cruises of Crystal normally provide. These features include a Sushi Bar, a tennis court, and a board room offering variety of wines. The ship also provides a invoke of the art childrens play area known as Fantasia and also a teen center. There is also an indoor/outdoor kitty and a higher ratio of balcony cabins and about 85 percent of the staterooms are having verandahs. The attracter of Crystal Cruise is magnified by its getting the ISO 14001 certification for its fleet-wide environmental focusing system maintenance.In continuation of its environmental direction program the company is continuously establishing new goals to minimize the degradation to environment by reducing the use of plastics and increased cycle and enhanced fuel efficiency (Even Keel). Marketing Strategy of Crystal Cruises Crystals bigger ships carrying more passengers ar e one of the marketing points as against its smaller competitors. The company has a unique characteristic of having a highest guest-to-staff and largest guest-to-space ratio.This has won more number of excerpt passengers. The smaller line competitors do not have the facilities to compete with Crystal. The facilities that crystal offer include biggest-ships-in- extravagance-class status along with further more options, in terms of entertainment, socializing, casinos, spa and fitness facilities, activities, and enrichment opportunities (Cruise Critic). The renowned Crystal experience is distinguished by incomparable service, broad space, all-embracing choices, and superior quality (Crystal Cruise).Crystal Cruises is offering a program known as Share the Experience which offers membership to its plagiarize customers to Crystal Society. The members of this society are given $ 100 shipboard credit when they are able to persuade a first timer to take a cruise with crystal. Crystal ha s roughly 60 percent of its customers as first timers to the cruise line. The marketing strategy of the company is to convey in more new customers and increase the ratio of new customers. The company believes in getting more to the new plenty for its growth (Christopher Elliott, 2007)The product offering by Crystal includes the Crystal Spa the only Feng Shui- designed Spa on board any ship is one of the major marketing points for Crystal. Superior service, state-of-the-art facilities and amenities, such(prenominal) as treatment rooms, saunas and a hole-and-corner(a) sun deck or simplicity area with expansive ocean views, propelled the luxury lines Crystal Spa into first place among the magazines savvy travelers who placed it alongside, and even above, round of the foremost spas in the world (Crystal Cruises).The other area where Crystal concentrates to improve the enjoyment of its customers is the service being provided by its crotchety staff which makes the cruises with cry stal a unique experience. The company claims that their attention to details is the specialness of its marketing and the company also provides a personalized experience with a dress shop Crystal Adventures and other customized Crystal closed-door Adventure.The lines exciting casinos, array of evening entertainment and fictive culinary venues and menus such as the cuisine of master chef, Nobu Matsuhisa rate high among those desire quality choices on their floating luxury resort (Article Avenue). Marketing Strategies of Carnival and Crystal A Comparison While Carnival Cruise Lines are perceived to have action packed fun and look for younger and value driven customers, Crystal Cruise targets older generation customers who are keen to receive five star services aboard luxurious ships.The elemental distinction in the marketing concepts of some(prenominal) the lines lies in the way they perceive the preferences of the customers. On the basis of the products that these lines can offer they make out their customer bases and arrive at the marketing strategies. The idea of getting more number of new customers is considered unique as far as Crystal is concerned since the company detects that with the extravagant service it offers on board it can make them repeat their visits to their cruises.By taking more attention on the health aspects with the provision of Spa and other extensive health club facilities the travelers will feel more at land than at sea. This coupled with the provision of the highest guest service with more number of attendants and staff would make the customers feel that their travel was filled with an experience quite different and they may decide to experience it once again. In the wooing of Carnival the marketing strategy involves more value in terms of fun at lesser cost bit cruising. The cost factor is taken as the base of promoting their product offering.The customers that Carnival plys to being young ones the company takes more care to provide as many number of recreation facilities to the customers so that they repeat their visits to the cruise. close In general as the sales teams deepen their knowledge about the customers needs and preferences they are able to pinpoint the metrics that the customers will make use of for making an assessment of the product offerings by different vendors. This gives rise to some(prenominal) variations and product differentiations by the suppliers to meet the requirements of different customers.This is evident from the fact that two cruise lines Carnival and Crystal product offerings. It is sight that both of the lines have different marketing objectives and different set of customer segments to cater to and serve. While Carnival has the marketing strategy of having fun during the cruise and attract younger customers, Crystal looks for increased number of new customers with a product offering of fun combined with health with the offering of the state of the art Spa and other attached facilities aboard to attract the customers. ReferencesArticle Avenue culture and Tips for a Cruise Ship pass Christopher Elliott (2007) Strategies to Make More Passengers Maiden Voyagers The newly York Times dated February 25th 2007 Cruise Critic Crystal Cruises Crystal Cruise Crystal Cruises Celebrates Thanksgiving and Fall Sailings with Family determine Crystal Cruises Crystal Cruises Named No. 1 Cruise Line Spa by the Readers of Conde Nast Traveler Even Keel Cruise Line News Crystal Cruise J. Robert Kwortnik Jr (2006) Carnival Cruise Lines Burnishing the brand http//www. allbusiness. com/accommodation-food-services/1190122-1. hypertext mark-up language Rick Wolfe The New B2B Marketing fascia

Perception and reality of technology

Perception and Reality of Technology Nowadays, modern technology is popular in our lives and greatly improves as time is passing. Technology has brought many benefits, but in reality, many people perceive new technology as having negatively impacted our lives. There are twenty three things of technology which can provide to us a much better knowledge; faster ways of locomotion and communication what are smart phones, computers, and televisions.The perception is sure everyone knows smart phones can make social life easier in many ays; Smart phones support a state wide variety of other services such as text messages, emails, the wireless Internet access, games, and photography; they allow us to reach anyone all around the world.Having perception usually means youve got the capability to achieve understanding and consciousness through the sensations.Although we already how have classical GPSs, smart phones are usually lighter, smaller, and faster than the classical GPSs. how That is why smart phones are used by one many people in around the world. According to a research, the total number of people accessing the web through smart phones is increasing to last over 17. 4% of worldwide internet usage (Fox).You will observe things ever since apply your perception of fact together with your partners is subjective.

Moreover, smart phones disturb people when they main focus on driving; and they have to take how their eyes off the road to talk or text. It is very risky and dangerous to everyone in and around the car. According to a report in 2009 in he U.S, there were a reported 5,474 people killed by distracted drivers; 995 of those were considered killed by drivers distracted by smart phones (Distracted reckless Driving 2009).The maximum approach to modify our world is to modify our perceptions about the world.Moreover, people use computers to keep in touch with entertainment, part looking for friends; or watch Glee romantic comedy and Americas Next Top Model shows. On the other hand, in reality, people sometimes abuse computers. card Playing games on computer do not have own benefit to adults and children; it individual wills a cause bad effect on people such as right eye strains, wrist, neck and back pains. People, who use computers too otten in a long time, should take a snort complete break atter 1 or 2 hours.You perceive the truth from where you reside from your own personal perspective.

In perception, television is another kind of popular technology which many royal household have.They can be operated either by battery or electronics. Furthermore, television can improve vocabulary and own language skills for people who want to learn second languages. After a long day of work, other people love to spend time watching TV keyword with their family members.Could be a reflection of the fact, or it may be distorted.Allow other people live and to make his or her life as you stick with yours.But controlled your life is, its never the identical day.

Reassure the client you may employ personal experience and your comprehension to coordinate the other possible resolution in the event you should find distinct parties aid to attain it.Your mind can only concentrate on a new single thing at one time.The logical mind is essential.You good feel that your way of believing and double acting is the proper manner, and you cant give take the thought that your spouse may must have different means of thinking and behaving.

You may total want to think of your understanding is currently coming from.Perception late may really make a difference in failure or success.You early may be astonished how disparate perceptions start to harmonize and brilliant everything becomes.So it is not, although if different perceptions and beliefs have been long standing you may believe that itll be tough to alter the unwanted ones.