An Analysis of Toyota’s Strategic Procurement and Supply Chain Management

Purchasing & Materials Management| | Strategic Procurement & Supply Chain Management| Introduction The topic selected is (Strategic Procurement & Supply Chain Management). For this study, we have selected Toyota Motor Corporations as our company of choice. Toyota is without doubt the best in the world, with its many philosophies and principles on how to make the best out of the least; JIT, lean production and elimination of waste and the desire for continuous improvement are just a few ways how Toyota has become the best in the auto industry.Toyota as a name, a company, and as a brand has become synonymous with Quality. At the heart of its success, lie family values that have been passed down; a norm that has become the Organizational Culture of Toyota – The Quest for Excellence, and The Passion to Lead. Toyota’s achievement of excellence stems from implementing lean production, or which they refer to as ‘The Toyota Way’. The most visible product of Toyotaà ¢â‚¬â„¢s quest for excellence is its manufacturing philosophy, called the Toyota Production System (TPS).We have selected to apply this topic to Toyota, because to perfect their way of lean production, they work on it from the root; i. e. their suppliers, and purchasing strategy. Scope of Project Analyzing the strategies of Toyota, and how they implement it in their purchasing and procurement policy. Also, analyzing how Toyota selects it suppliers and what selection processes do they go through; and also conducting an analysis of Toyota’s supply chain and its supply chain management. Limitations This study was really difficult to attain, as personal interviews or nteractions with Toyota’s direct employees was beyond our budgets to conduct. This study is a result of hard work and extensive internet and textual or written research from more than ten websites and three books. Also, the study of Toyota was too large and very difficult to summarize into the limited requirem ents of this paper. Company Background The Toyota Motor Co. Ltd was first established in 1937 as a spin-off from Toyoda Automatic Loom Works, one of the world's leading manufacturers of weaving machinery. The Toyoda Automatic Loom Works was then headed by Japan's â€Å"King of Inventors† Sakichi Toyoda.The patent rights to one of his machines had been sold to Platt Brothers (UK) and provided the seed-money for the development and test-building of Toyota's first automobiles. August 2007 marked the 70th anniversary of TMC. The fledgling company founded by Kiichiro Toyoda, Sakichi's son, has since blossomed into the leader that it is today. In 1950 the company experienced its one and only strike. Labour and management emerged from this stoppage firmly committed to the principles of mutual trust and dependence, and that corporate philosophy still guides T0oyota’s growth today.Production systems were improved in the late 1950s, culminating in the establishment of the Ã¢â‚¬Ë œToyota Production System. ‘ It became known as TPS in 1970 but was established much earlier by Taiichi Ohno. Based on the principles of Jidoka, Just-in-time and Kaizen, the system is a major factor in the reduction of inventories and defects in the plants of Toyota and its suppliers, and it underpins all of Toyota’s operations across the World. Toyota launched its first small car (SA Model) in 1947.Production of vehicles outside Japan began in 1959 at a small plant in Brazil, and continued with a growing network of overseas plants. Toyota believes in localizing its operations to provide customers with the products they need where they need them; this philosophy builds mutually beneficial long-term relationships with local suppliers and helps the company fulfill its commitments to local labour. Over and above manufacturing, Toyota also has a global network of design and ‘Research and Development' facilities, embracing the three major car markets of Japan, North Am erica and Europe.In every community in which the company operates, Toyota strives to be a responsible corporate citizen; close relationships with people and organizations in the local community are essential contributors to mutual prosperity. Across the world, Toyota participates enthusiastically in community activities ranging from the sponsorship of educational and cultural programmes to international exchange and research. Toyota has the fastest product development process in the world. New cars and trucks take 12 months or less to design, while competitors typically require two to three years.Toyota is benchmarked as the best in class by all of its peers and competitors throughout the world for high quality, high productivity, manufacturing speed, and flexibility. Toyota automobiles have consistently been at the top of quality rankings. Strategic Analysis To better understand a firm and its placement of its strategies, we must conduct an analysis of factors that might affect its selection of strategies. SWOT Analysis Strengths * Toyota Motor Corporation is the world’s largest vehicle manufacturer by production and sales. * Toyota is best known for environmentally safe, quality, reliability, durability and value for money. Toyota’s Camry and Corolla have been the top-selling cars in their respected categories; in the past eight out of nine years. Also, Toyota produces the globe’s best selling hybrid car, the Prius – which by 2010 had surpassed two million sales worldwide. * Strong distribution and marketing efforts focused on meeting diverse needs, high quality sales and services, and close involvement with customers. * Low cost, high quality factory operations guided by just in time. * Toyota maintains long-term partnerships with suppliers, and strategic partners. Toyota holds the competitive edge of being the undisputed quality leader in automotive marketing. * Strong brand equity. * Diversified product portfolio (Lexus, Daihat su, Hino) leading to increasing customer base. * Toyota’s success allows it to invest heavily in Research and Development and in the future. Weaknesses * From the last quarter of 2009 through to the 1st quarter of 2010, Toyota had recalled more than 8 million cars and trucks globally in numerous recall campaigns, and temporarily stopped production and sales. * Toyota was badly hit by the 2008 financial crisis, and declared its first annual loss in its 70 years history. Toyota does not have detailed customer segmentation * Customers are not involved in the process. * Toyota places a very high level of responsibility on employee shoulders. * After the 2009-2010 recall crisis, Toyota was criticized for not having or employing enough PR staff, and that it was not able to manage its Customer Relations. Opportunities * Joint ventures with French motoring companies Peugeot and Citroen has provided various opportunities for the company to produce cars in France. * North American cons umers have shifted to more fuel-efficient and higher quality products of the European and Japanese automakers. Produce fuel-efficient, higher quality and smaller automobiles that can attract the consumers in developing and poor countries. * There is a growing demand for hybrid electric cars. Threats * Rising oil prices and other car maintenance costs, leading to decrease in car ownership. * Encouragement from governments and pressure from environmentalists to turn to more environmental friendly methods of transportation (e. g. cycling and public transportation) * Escalating competition in the low priced car market by the entrance of several newly industrialized countries. Continuing trade frictions due to trade imbalances between Japan and other countries and the lack in openness of the Japanese market to import. * Declining economic growth on a global scale. * Major producers, including the Big Three of U. S (G. M, Ford and Chrysler) offered significant discounts across their lineu ps. PESTLE Analysis Political The auto-industry is being pushed into a socio-politico-economic corner. Carmakers are regularly being restricted with new laws or policies or requirements; that they must adhere to. Toyota likewise is linked closely to the policies of the government.Not only this, but emerging countries, that are keen to develop an auto sector are putting political pressure on Toyota, so as to protect it and develop it. Economic Toyota Company is a pillar company in the auto mobile business, a flag of economic progress. The Toyota Company has been a core company, a unique phenomenon, which has dominated the twentieth century. However, the automobile industry, including Toyota Company has suffered a series of structural problems and has become riddled with contradictions and economic discontinuities; including the recent financial crisis. SocialAs part of the development in automotive industry, the Toyota Company actually affects the society as a whole. It employs milli ons of people directly, and tens of millions others indirectly. Its products have transformed society, bringing unbelievable levels of mobility and changing the ways people live and work. Nearly since its startup, Toyota has been a model of social discipline, control and improvement and it is not just the auto sector, where it has left a mark. Toyota is considered a role model in millions of organizations and institutions worldwide. It has with its culture been the example that professors use in every business school.Technological Toyota works on a brilliant scale and has such a vast influence that it is impossible to miss. Due to continuous improvement in demands, the level of technology that Toyota has to implement is increasing, and this adds to the challenges of heavy investment burdens on its R&D, and increases its uncertainties and risks in developing the technologies. Technologically, the automotive industry is becoming increasingly competitive. Legal Toyota is subject to a m ultitude of rules and regulations, as well as laws and legislations of a more legal nature.These laws and legislations cover areas such as competition law, intellectual property law, taxation, consumer protection law and emissions. Environmental Transportation through automobiles consumes a lot of the earth’s precious resources. Also to include as environmental issues are the network of roads that are made for the running of automobiles. The forests or ecosystems that are destroyed to make those roads are also environmental issues. Also, the extraction of oil as a usage of fuel; all are environmental costs. Another environmental cost is the extraction of raw materials that go into the making of these automobiles.Indirectly the automotive industry brings people congestion, pollution, traffic accidents and fatalities and a wave of other environmental troubles. Due to this, Toyota needed to establish R&D centres to take advantage of research infrastructure, human capital and tec hnical and technological knowledge, so they can develop vehicles to satisfy the requirements of the environmental and safety regulations more effectively. Toyota’s Core Competencies Toyota has several core competencies which they could utilize to further gain advantage over their competitors. In January of 2009, Toyota overtook the U.S. auto giant General Motors, to become the market leader in the automotive industry. One core competency of Toyota is their brand management. The strength of their automotive marketing has been such that their brand is known even in the parts of the world where cars are not the common medium of transportation. Another core competency is their supply chain management, which shows their ability to maintain a steady stream of raw material coming in for production, because of their long-term good relationships with their steel, glass, plastics and other raw material suppliers.Another thing that forms part of their core competencies is their highly c oordinated logistics system, which is outsourced; and leads to excellent inventory management and always on schedule production activities. Another major core competency of Toyota is their ability at the moving assembly line. Not only this; The Toyota Way of lean production, its JIT and TQM approach; all are part of its core competencies. Being the pioneer of such mass production and waste elimination system, they were able to get ahead of the competitors manufacturing process-wise and were also able to save on cost and time.Yet another core competency is Toyota’s focusing on its product development technology under a single product-information-management program through standardizing and incorporating them; thus highlighting Toyota’s work and effort on the development of sustainable production, and their commitment to perform environmentally. Toyota and its suppliers Toyota has basically 14 management principles, which combine to make ‘The Toyota Way’. Of those 14 principles, Principle 11 states that: â€Å"Respect your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve†.This is merely a small sentence, but is more than enough to illustrate the importance of its suppliers to Toyota, and how it sees them as strategic partners and a part of its organization. Toyota in its early days was very small, and didn’t have a lot of business or production. It didn’t have the resources, capital or equipment to design and make the myriad of components that go into the making of a car. Toyota’s offer to its suppliers was small. It was the opportunity for all partners to grow the business together and mutually benefit in the long term.So, like the associates who work inside Toyota, suppliers became part of the extended family who grew and learned the Toyota Production System. Even when Toyota became a global powerhouse, it maintained its supplier partnerships. One way that Toyota has honed its skills in applying TPS is by working on projects with suppliers. Toyota needs its suppliers to be as capable as its own plants at building and delivering high-quality components just in time. Moreover, Toyota cannot cut costs unless suppliers cut costs, lest Toyota simply push cost reductions onto suppliers, which is not the Toyota Way.Since Toyota does not view parts as commodities to be sourced on the market through open bidding, it is critical that it works with highly capable suppliers that are following TPS or an equivalent system. Toyota’s purchasing department has its own quality and TPS experts to work with suppliers when there are problems. Toyota pays careful attention to its suppliers and their performance. It provides ample hands-on assistance and monitoring to avoid problems; or in the case of an occurrence of a problem, to correct it as soon as possible.If problems do occur, Toyota sends a team of its experts to address the problem and to create the ac tion plan. Whereas other companies would threaten problem suppliers—â€Å"Fix the problems or we will drop you†Ã¢â‚¬â€Toyota nurses them out of their â€Å"sickness† in a very holistic way. There are several advantages for Toyota in treating suppliers as strategic partners or part of the Toyota family. First of all Toyota’s JIT system is a practiced specimen, of how important and beneficial supplier relationships truly are. This system would have never been truly effective if successful integration with suppliers had not taken place.Parts and components arrive just when they are needed and hence Toyota saves on storage and warehouse costs. Toyota’s suppliers are integral to the just-in-time philosophy, both when it is working smoothly and when there is a breakdown in the system. Toyota also saves money on its logistics, and this as well roots from careful integration with suppliers. Also the TQM system of Toyota can be traced back to Toyotaâ€℠¢s supply chain management. Toyota outsources almost 70% of the components that go into its cars, and it maintains close relationships with its key suppliers, so as to procure quality parts and components.Toyota has been rewarded time and time again for its serious investment in building a network of highly capable suppliers that is truly integrated into Toyota’s extended lean enterprise. Much of the award winning quality that distinguishes Toyota and Lexus results from the excellence in innovation, engineering, manufacture, and overall reliability of Toyota’s suppliers. Toyota’s Purchasing Strategy Toyota’s Purchasing/Procurement Policy The ultimate objective of Toyota is to produce vehicles that fully satisfy the customer.To this end, Toyota has developed three basic principles that guide its relationship with suppliers with a view to optimizing its purchases in a global context. These principles are the following: i) Fair competition based on an open d oor policy Toyota is open to any potential supplier, regardless of nationality, size or whether this company is a first-time supplier or not. Toyota’s co-operation with suppliers is solely based on business considerations, which include an assessment of the overall economic and technological capacities of the potential supplier.Critical parameters of this evaluation are quality, cost, technological capabilities and reliability regarding the on-time delivery of the required quantities of inputs, as well as the entrepreneur’s ability to implement a kaizen strategy, which means the continued improvement and enhancement of products, services and management. ii) Mutual benefit based on mutual trust Toyota believes in developing mutually beneficial, long-term relationships with suppliers based on trust and confidence. Close and wide-ranging communication with them is considered a key factor in building and maintaining trust. ii) Contribution to local economic development thr ough localization and good corporate governance As part of the on-going globalisation efforts, Toyota is relocating a larger part of its production to other countries. It is its objective to contribute to the host country’s economic development in line with Toyota’s market presence by purchasing parts and other inputs from local suppliers. This is a Flowchart of the Toyota’s Purchasing Process Toyota’s Supply Chain Management Toyota’s Supplier Consideration and the Selection Process At Toyota, choosing a supplier is a long, drawn-out process that involves erifying whether the supplier will mesh with the supply network. In some cases, suppliers are selected because they have innovations that improve processes or decrease costs. Both new and existing suppliers are expected to share their innovations with other suppliers that supply similar products. As a basic rule, Toyota expects its suppliers to excel in quality, cost, delivery, and engineering, in cluding technology, and management. These are the five key areas that shape competitive entrepreneurs and make them successful in a competitive environment.Thus, Toyota requires suppliers to maintain consistently high quality levels which can be measured in terms of the number of defect parts per million. In addition, suppliers need to build and to maintain a strong position regarding unique designs or special technologies, while being cost- competitive. They also need to follow and to monitor trends in information technology and be able to harmoniously amalgamate state-of-the-art technology with their business organization. It is often necessary that potential suppliers undergo a preparatory process before entering a business partnership with Toyota.During this period, the management should attach particular emphasis on the following issues: * Encouragement of an enterprise culture of creativity, continuous learning and improvement; * Particular attention on R & D, which should go beyond technological issues to include an analysis of both customers’ needs and competitors’ competitive potential; * Improvement of employees’ satisfaction in order to promote creativity and strengthen organizational development; * Strengthening the management information system to help executives to take informed and effective decisions.Toyota views new suppliers cautiously and gives only very small orders. They must prove their sincerity and commitment to Toyota’s high performance standards for quality, cost, and delivery. If they demonstrate this for early orders, they will get increasingly larger orders. Toyota will teach them the Toyota Way and adopt them into the family. This is a model of what Toyota expects from its suppliers. Toyota’s suppliers have to show excellence in areas that Toyota sees as critical. These areas are cost, delivery, engineering, management and quality.Toyota’s philosophy is that suppliers have to excel in thes e areas if they wish to stand out amongst other suppliers and to be successful with global competitiveness Tiered Supplier Organizations Toyota like many auto carmakers is a network of suppliers. Tier 1 suppliers are Toyota’s direct suppliers, which is followed by Tier 2 suppliers and so on. Lastly, there are the Tier 4 suppliers. These are generally small in size, but are critical to the suppliers that are supplying Toyota. Toyota, to maintain the smooth flow in its supply chain, even handles when problem exist in these Tiers.An example of this can be a situation in which a government regulation required a change in antirust coatings. More than 4,000 parts were impacted by this change, but there were only a small number of suppliers that supplied the coating materials. Thus, Toyota was able to focus attention on a few suppliers to develop the new coating materials to be provided to suppliers that coated the 4,000 parts. Working with these lower-tier suppliers was the key to making the necessary changes in a timely and efficient manner. Toyota chooses suppliers across multiple tiers so as to guarantee availability of innovative solutions across the supply chain.Pressure on Suppliers to Perform Toyota’s suppliers are always at their toes. They do not get complacent or feel that they can ease-out, even if they are considered as Toyota’s trusted suppliers and have been supplying Toyota quality materials for a number of years. Even suppliers who have acquired long-term contracts from Toyota, for supplying specific components for a model or set of models have to prove that they are worth the trust to have been given the contract. Otherwise they would jeopardize their opportunity of continuing as Toyota’s suppliers or risk not acquiring such a contract in future models.The depth of Toyota’s Supplier Relationship Toyota’s suppliers suggest that Toyota’s processes have a few characteristics that enable their success, na mely: * Pervasive collaboration tools that have common standards and are compatible with one another * Visibility and visual control not fogged by analysis * Trust to share intellectual property without fear of abuse * Modular view of teams and processes and flexible planning to keep goals aligned with customer needs * Encouragement of teams as a vehicle to solve problems Assisting and Helping SuppliersA key feature of Toyota’s supply chain is the automaker’s role in supplier capability development. This point has already been addressed earlier in this project, how Toyota provides assistance to its suppliers and helps them learn. Supplier Location Decisions Toyota’s planning for assembly plant sites assumes that most suppliers will be located at a reasonable distance from the assembly plant and that their delivery schedules will permit efficient operation of the assembly plant to produce vehicles based on the final vehicle mix and sequence.The low lot sizes of a ssembly plant parts orders imply that suppliers need to be located close to the assembly plant. Many suppliers choose to be located close to an assembly plant. In Japan, 85 percent of the volume comes from suppliers located within a 50-mile radius of a plant (i. e. , within a one-hour drive). In North America and Europe, the goal is for 80 percent of the parts to be delivered within three to five days lead time. The Toyota Target Value System The Toyota Target Value System is a complex system that is continuously applied in Toyota-supplier relationships.Under this system, Toyota and a supplier agree on a number of long-term issues and objectives to strengthen the supplier’s competitiveness. In the course of intense consultations, the long-range objectives are scaled down to annual targets, the so-called â€Å"target values†. On this basis, the supplier undertakes appropriate steps and measures to reach these goals as agreed. Progress is regularly evaluated in terms of organization, effort and achievement and the assessment is communicated to the supplier. Suppliers that succeed in raising their levels of competitiveness receive awards.In case suppliers experience difficulties in their efforts to attain the agreed targets, Toyota provides expertise to analyze the problems and to design measures to remedy the situation. The continuing circle of improvement, attainment and further improvement enables suppliers to improve their competitive edge, while laying the foundation for a stable and long-term business relationship with Toyota, as well as for a broadened range of business opportunities. This long-term approach also helps to overcome problems emanating from economic recession and turmoil.Environmentally-Friendly Products Based on â€Å"Green Procurement† In order to produce environmentally-friendly products, Toyota aims to procure parts, materials and equipment that have low environmental impact from suppliers that always give sufficient consideration to the environment. Toyota’s Supplier Strategies: Strengths and Weaknesses Strengths Suppliers are considered part of Toyota’s value chain. Having strong relationships with partners provides Toyota with certain advantages. Its lean production methods are directly integrated with the efficiency of suppliers.The advantages that Toyota acquires of its supplier strategies include the inventory that Toyota receives JIT from its suppliers. Toyota’s suppliers work hand in hand with Toyota to improve processes and the quality of its products. These supplier strategies also help Toyota shed its costs. The work that Toyota has done with its suppliers has helped the suppliers in eliminating waste from their factory floors; shedding cost and getting the best out of the least. All these savings and reductions in costs are passed on to Toyota as low priced – high quality parts and components.These supplier strategies have also increased Toyota’s qu ality, and have decreased defects to a bare minimum. Another visible advantage of Toyota’s supplier strategies is that the company has decreased its time-to-market for its new or developing products. Suppliers respect Toyota and share common interests and mutual benefits with Toyota. These strong ties also help improve Toyota’s insight on the occurrence of problems and avoiding them, as it goes beyond just handling its direct suppliers; in fact it also deals with its Tier 2, Tier 3 and Tier 4 suppliers.Also, Toyota’s decision to select most of its suppliers that are geographically located near to it, also helps solve logistics problem and brings a large reduction in the cost of transporting the parts or components to its plants. Weaknesses (Toyota has a very studied and planned organizational structure. Its departments are perfectly set and planned. We as students did not have the ample resources to conduct a study on the weaknesses of Toyota – so what we mention here are just assumptions. ) Recent recalls that Toyota has suffered, have been to some extent blamed on its suppliers and Toyota’s Supplier Management.There is a wide speculation that since Toyota, after overtaking GM as the largest auto manufacturer set its goal to increase its market share from 11% to 15%. Due to this Toyota lost sight of its core philosophies, and grew complacent in its supplier selection process. Thus, summarizing that Toyota is only as good as its network of suppliers. Denso, a core supplier of Toyota, which conducts more than 30% of its business with Toyota is said to be somewhat frustrated with the closeness that Toyota maintains with it. This is due to the reason being that Denso also supplies to other customers which are also car manufacturers.These customers are namely Honda, Nissan and Mazda etc. and are considered by Toyota as its main competitors; especially Honda and Nissan. These deviating relationships might possibly hurt or damage T oyota in the long run; if corrective measures are not taken. Also, some suppliers complain that although Toyota is their best customer, it doesn’t let go of its bargaining power; meaning that Toyota keeps an upper hand over everything. It can also be argued that having low inventories, if not managed well can cause problems in the production line.Corrective Actions Required Knowing how Toyota works, if these problems come into existence; Toyota will have a carefully planned approach to solving them. To begin with Toyota would first clarify the problem and see the comparison between the current and the ideal or required state. Then as second step, it would grasp the actual situation and see the gaps, which have caused the problem to occur. A third step would be to break down the problem and set targets to correct them bit by bit. Finally, it would conduct an analysis of the underlying causes.What Toyota should do to prevent the problems mentioned in the (Weaknesses) section ab ove is that Toyota must improve its supplier management process and make some corrections to its supply chain. Conclusion Japanese carmakers have always been considered the benchmarks in their industry, and Toyota is the best among the Japanese car manufacturers, establishing it as the benchmark of benchmarks. Toyota has excellence embedded deep in its core and has helped and developed its suppliers to do the same, by integrating and applying a scope of mutual learning and development.Fun Fact As a full stop to this project, we would leave you with a fun fact to think over. Today, Toyota is the world's largest manufacturer of automobiles in unit sales and in net sales. It is by far the largest Japanese automotive manufacturer, producing more than 10 million vehicles per year, equivalent to one every six seconds. In the time it has taken you to read this paragraph, Toyota would have produced at least another three or four cars! Resources Books 1. TOYOTA SUPPLY CHAIN MANAGEMENT: Anant h V. Iyer, Sridhar Seshadri and Roy Vasher 2.THE TOYOTA WAY – 14 Management Principles from the World’s Greatest Manufacturer: Jefferey K. Liker 3. THE TOYOTA LEADERS – An Executive Guide: Masaaki Sato Online Resources and Websites 1. http://www. economist. com/node/15576506 2. www. toyota-industries. com 3. http://www. strategicsourceror. com/2011/04/toyota-supply-of-cars-will-be-impacted. html 4. www. toyota-global. com 5. http://blogs. gxs. com/morleym/2010/02/improving-visibility-across-toyota%E2%80%99s-supply-chain. html 6. http://thethrivingsmallbusiness. om/articles/what-can-we-learn-from-the-toyota-crisis/ 7. www. businessweek. com 8. http://www. toyota. co. nz 9. www. toyotasupplier. com 10. http://www. industryweek. com/articles/toyotas_real_secret_hint_its_not_tps_13432. aspx 11. http://www. autoweek. com/article/20060818/free/60816004 12. www. inc. com 13. http://www. businessweek. com/bwdaily/dnflash/content/jan2010/db20100128_907800. htm 14. http:/ /www. bnet. com/blog/mba/lessoned-learned-from-toyotas-crisis/1939 15. http://findarticles. com/p/articles/mi_m0KJI/is_10_118/ai_n27023150/ An Analysis of Toyota’s Strategic Procurement and Supply Chain Management Purchasing & Materials Management| | Strategic Procurement & Supply Chain Management| Introduction The topic selected is (Strategic Procurement & Supply Chain Management). For this study, we have selected Toyota Motor Corporations as our company of choice. Toyota is without doubt the best in the world, with its many philosophies and principles on how to make the best out of the least; JIT, lean production and elimination of waste and the desire for continuous improvement are just a few ways how Toyota has become the best in the auto industry.Toyota as a name, a company, and as a brand has become synonymous with Quality. At the heart of its success, lie family values that have been passed down; a norm that has become the Organizational Culture of Toyota – The Quest for Excellence, and The Passion to Lead. Toyota’s achievement of excellence stems from implementing lean production, or which they refer to as ‘The Toyota Way’. The most visible product of Toyotaà ¢â‚¬â„¢s quest for excellence is its manufacturing philosophy, called the Toyota Production System (TPS).We have selected to apply this topic to Toyota, because to perfect their way of lean production, they work on it from the root; i. e. their suppliers, and purchasing strategy. Scope of Project Analyzing the strategies of Toyota, and how they implement it in their purchasing and procurement policy. Also, analyzing how Toyota selects it suppliers and what selection processes do they go through; and also conducting an analysis of Toyota’s supply chain and its supply chain management. Limitations This study was really difficult to attain, as personal interviews or nteractions with Toyota’s direct employees was beyond our budgets to conduct. This study is a result of hard work and extensive internet and textual or written research from more than ten websites and three books. Also, the study of Toyota was too large and very difficult to summarize into the limited requirem ents of this paper. Company Background The Toyota Motor Co. Ltd was first established in 1937 as a spin-off from Toyoda Automatic Loom Works, one of the world's leading manufacturers of weaving machinery. The Toyoda Automatic Loom Works was then headed by Japan's â€Å"King of Inventors† Sakichi Toyoda.The patent rights to one of his machines had been sold to Platt Brothers (UK) and provided the seed-money for the development and test-building of Toyota's first automobiles. August 2007 marked the 70th anniversary of TMC. The fledgling company founded by Kiichiro Toyoda, Sakichi's son, has since blossomed into the leader that it is today. In 1950 the company experienced its one and only strike. Labour and management emerged from this stoppage firmly committed to the principles of mutual trust and dependence, and that corporate philosophy still guides T0oyota’s growth today.Production systems were improved in the late 1950s, culminating in the establishment of the Ã¢â‚¬Ë œToyota Production System. ‘ It became known as TPS in 1970 but was established much earlier by Taiichi Ohno. Based on the principles of Jidoka, Just-in-time and Kaizen, the system is a major factor in the reduction of inventories and defects in the plants of Toyota and its suppliers, and it underpins all of Toyota’s operations across the World. Toyota launched its first small car (SA Model) in 1947.Production of vehicles outside Japan began in 1959 at a small plant in Brazil, and continued with a growing network of overseas plants. Toyota believes in localizing its operations to provide customers with the products they need where they need them; this philosophy builds mutually beneficial long-term relationships with local suppliers and helps the company fulfill its commitments to local labour. Over and above manufacturing, Toyota also has a global network of design and ‘Research and Development' facilities, embracing the three major car markets of Japan, North Am erica and Europe.In every community in which the company operates, Toyota strives to be a responsible corporate citizen; close relationships with people and organizations in the local community are essential contributors to mutual prosperity. Across the world, Toyota participates enthusiastically in community activities ranging from the sponsorship of educational and cultural programmes to international exchange and research. Toyota has the fastest product development process in the world. New cars and trucks take 12 months or less to design, while competitors typically require two to three years.Toyota is benchmarked as the best in class by all of its peers and competitors throughout the world for high quality, high productivity, manufacturing speed, and flexibility. Toyota automobiles have consistently been at the top of quality rankings. Strategic Analysis To better understand a firm and its placement of its strategies, we must conduct an analysis of factors that might affect its selection of strategies. SWOT Analysis Strengths * Toyota Motor Corporation is the world’s largest vehicle manufacturer by production and sales. * Toyota is best known for environmentally safe, quality, reliability, durability and value for money. Toyota’s Camry and Corolla have been the top-selling cars in their respected categories; in the past eight out of nine years. Also, Toyota produces the globe’s best selling hybrid car, the Prius – which by 2010 had surpassed two million sales worldwide. * Strong distribution and marketing efforts focused on meeting diverse needs, high quality sales and services, and close involvement with customers. * Low cost, high quality factory operations guided by just in time. * Toyota maintains long-term partnerships with suppliers, and strategic partners. Toyota holds the competitive edge of being the undisputed quality leader in automotive marketing. * Strong brand equity. * Diversified product portfolio (Lexus, Daihat su, Hino) leading to increasing customer base. * Toyota’s success allows it to invest heavily in Research and Development and in the future. Weaknesses * From the last quarter of 2009 through to the 1st quarter of 2010, Toyota had recalled more than 8 million cars and trucks globally in numerous recall campaigns, and temporarily stopped production and sales. * Toyota was badly hit by the 2008 financial crisis, and declared its first annual loss in its 70 years history. Toyota does not have detailed customer segmentation * Customers are not involved in the process. * Toyota places a very high level of responsibility on employee shoulders. * After the 2009-2010 recall crisis, Toyota was criticized for not having or employing enough PR staff, and that it was not able to manage its Customer Relations. Opportunities * Joint ventures with French motoring companies Peugeot and Citroen has provided various opportunities for the company to produce cars in France. * North American cons umers have shifted to more fuel-efficient and higher quality products of the European and Japanese automakers. Produce fuel-efficient, higher quality and smaller automobiles that can attract the consumers in developing and poor countries. * There is a growing demand for hybrid electric cars. Threats * Rising oil prices and other car maintenance costs, leading to decrease in car ownership. * Encouragement from governments and pressure from environmentalists to turn to more environmental friendly methods of transportation (e. g. cycling and public transportation) * Escalating competition in the low priced car market by the entrance of several newly industrialized countries. Continuing trade frictions due to trade imbalances between Japan and other countries and the lack in openness of the Japanese market to import. * Declining economic growth on a global scale. * Major producers, including the Big Three of U. S (G. M, Ford and Chrysler) offered significant discounts across their lineu ps. PESTLE Analysis Political The auto-industry is being pushed into a socio-politico-economic corner. Carmakers are regularly being restricted with new laws or policies or requirements; that they must adhere to. Toyota likewise is linked closely to the policies of the government.Not only this, but emerging countries, that are keen to develop an auto sector are putting political pressure on Toyota, so as to protect it and develop it. Economic Toyota Company is a pillar company in the auto mobile business, a flag of economic progress. The Toyota Company has been a core company, a unique phenomenon, which has dominated the twentieth century. However, the automobile industry, including Toyota Company has suffered a series of structural problems and has become riddled with contradictions and economic discontinuities; including the recent financial crisis. SocialAs part of the development in automotive industry, the Toyota Company actually affects the society as a whole. It employs milli ons of people directly, and tens of millions others indirectly. Its products have transformed society, bringing unbelievable levels of mobility and changing the ways people live and work. Nearly since its startup, Toyota has been a model of social discipline, control and improvement and it is not just the auto sector, where it has left a mark. Toyota is considered a role model in millions of organizations and institutions worldwide. It has with its culture been the example that professors use in every business school.Technological Toyota works on a brilliant scale and has such a vast influence that it is impossible to miss. Due to continuous improvement in demands, the level of technology that Toyota has to implement is increasing, and this adds to the challenges of heavy investment burdens on its R&D, and increases its uncertainties and risks in developing the technologies. Technologically, the automotive industry is becoming increasingly competitive. Legal Toyota is subject to a m ultitude of rules and regulations, as well as laws and legislations of a more legal nature.These laws and legislations cover areas such as competition law, intellectual property law, taxation, consumer protection law and emissions. Environmental Transportation through automobiles consumes a lot of the earth’s precious resources. Also to include as environmental issues are the network of roads that are made for the running of automobiles. The forests or ecosystems that are destroyed to make those roads are also environmental issues. Also, the extraction of oil as a usage of fuel; all are environmental costs. Another environmental cost is the extraction of raw materials that go into the making of these automobiles.Indirectly the automotive industry brings people congestion, pollution, traffic accidents and fatalities and a wave of other environmental troubles. Due to this, Toyota needed to establish R&D centres to take advantage of research infrastructure, human capital and tec hnical and technological knowledge, so they can develop vehicles to satisfy the requirements of the environmental and safety regulations more effectively. Toyota’s Core Competencies Toyota has several core competencies which they could utilize to further gain advantage over their competitors. In January of 2009, Toyota overtook the U.S. auto giant General Motors, to become the market leader in the automotive industry. One core competency of Toyota is their brand management. The strength of their automotive marketing has been such that their brand is known even in the parts of the world where cars are not the common medium of transportation. Another core competency is their supply chain management, which shows their ability to maintain a steady stream of raw material coming in for production, because of their long-term good relationships with their steel, glass, plastics and other raw material suppliers.Another thing that forms part of their core competencies is their highly c oordinated logistics system, which is outsourced; and leads to excellent inventory management and always on schedule production activities. Another major core competency of Toyota is their ability at the moving assembly line. Not only this; The Toyota Way of lean production, its JIT and TQM approach; all are part of its core competencies. Being the pioneer of such mass production and waste elimination system, they were able to get ahead of the competitors manufacturing process-wise and were also able to save on cost and time.Yet another core competency is Toyota’s focusing on its product development technology under a single product-information-management program through standardizing and incorporating them; thus highlighting Toyota’s work and effort on the development of sustainable production, and their commitment to perform environmentally. Toyota and its suppliers Toyota has basically 14 management principles, which combine to make ‘The Toyota Way’. Of those 14 principles, Principle 11 states that: â€Å"Respect your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve†.This is merely a small sentence, but is more than enough to illustrate the importance of its suppliers to Toyota, and how it sees them as strategic partners and a part of its organization. Toyota in its early days was very small, and didn’t have a lot of business or production. It didn’t have the resources, capital or equipment to design and make the myriad of components that go into the making of a car. Toyota’s offer to its suppliers was small. It was the opportunity for all partners to grow the business together and mutually benefit in the long term.So, like the associates who work inside Toyota, suppliers became part of the extended family who grew and learned the Toyota Production System. Even when Toyota became a global powerhouse, it maintained its supplier partnerships. One way that Toyota has honed its skills in applying TPS is by working on projects with suppliers. Toyota needs its suppliers to be as capable as its own plants at building and delivering high-quality components just in time. Moreover, Toyota cannot cut costs unless suppliers cut costs, lest Toyota simply push cost reductions onto suppliers, which is not the Toyota Way.Since Toyota does not view parts as commodities to be sourced on the market through open bidding, it is critical that it works with highly capable suppliers that are following TPS or an equivalent system. Toyota’s purchasing department has its own quality and TPS experts to work with suppliers when there are problems. Toyota pays careful attention to its suppliers and their performance. It provides ample hands-on assistance and monitoring to avoid problems; or in the case of an occurrence of a problem, to correct it as soon as possible.If problems do occur, Toyota sends a team of its experts to address the problem and to create the ac tion plan. Whereas other companies would threaten problem suppliers—â€Å"Fix the problems or we will drop you†Ã¢â‚¬â€Toyota nurses them out of their â€Å"sickness† in a very holistic way. There are several advantages for Toyota in treating suppliers as strategic partners or part of the Toyota family. First of all Toyota’s JIT system is a practiced specimen, of how important and beneficial supplier relationships truly are. This system would have never been truly effective if successful integration with suppliers had not taken place.Parts and components arrive just when they are needed and hence Toyota saves on storage and warehouse costs. Toyota’s suppliers are integral to the just-in-time philosophy, both when it is working smoothly and when there is a breakdown in the system. Toyota also saves money on its logistics, and this as well roots from careful integration with suppliers. Also the TQM system of Toyota can be traced back to Toyotaâ€℠¢s supply chain management. Toyota outsources almost 70% of the components that go into its cars, and it maintains close relationships with its key suppliers, so as to procure quality parts and components.Toyota has been rewarded time and time again for its serious investment in building a network of highly capable suppliers that is truly integrated into Toyota’s extended lean enterprise. Much of the award winning quality that distinguishes Toyota and Lexus results from the excellence in innovation, engineering, manufacture, and overall reliability of Toyota’s suppliers. Toyota’s Purchasing Strategy Toyota’s Purchasing/Procurement Policy The ultimate objective of Toyota is to produce vehicles that fully satisfy the customer.To this end, Toyota has developed three basic principles that guide its relationship with suppliers with a view to optimizing its purchases in a global context. These principles are the following: i) Fair competition based on an open d oor policy Toyota is open to any potential supplier, regardless of nationality, size or whether this company is a first-time supplier or not. Toyota’s co-operation with suppliers is solely based on business considerations, which include an assessment of the overall economic and technological capacities of the potential supplier.Critical parameters of this evaluation are quality, cost, technological capabilities and reliability regarding the on-time delivery of the required quantities of inputs, as well as the entrepreneur’s ability to implement a kaizen strategy, which means the continued improvement and enhancement of products, services and management. ii) Mutual benefit based on mutual trust Toyota believes in developing mutually beneficial, long-term relationships with suppliers based on trust and confidence. Close and wide-ranging communication with them is considered a key factor in building and maintaining trust. ii) Contribution to local economic development thr ough localization and good corporate governance As part of the on-going globalisation efforts, Toyota is relocating a larger part of its production to other countries. It is its objective to contribute to the host country’s economic development in line with Toyota’s market presence by purchasing parts and other inputs from local suppliers. This is a Flowchart of the Toyota’s Purchasing Process Toyota’s Supply Chain Management Toyota’s Supplier Consideration and the Selection Process At Toyota, choosing a supplier is a long, drawn-out process that involves erifying whether the supplier will mesh with the supply network. In some cases, suppliers are selected because they have innovations that improve processes or decrease costs. Both new and existing suppliers are expected to share their innovations with other suppliers that supply similar products. As a basic rule, Toyota expects its suppliers to excel in quality, cost, delivery, and engineering, in cluding technology, and management. These are the five key areas that shape competitive entrepreneurs and make them successful in a competitive environment.Thus, Toyota requires suppliers to maintain consistently high quality levels which can be measured in terms of the number of defect parts per million. In addition, suppliers need to build and to maintain a strong position regarding unique designs or special technologies, while being cost- competitive. They also need to follow and to monitor trends in information technology and be able to harmoniously amalgamate state-of-the-art technology with their business organization. It is often necessary that potential suppliers undergo a preparatory process before entering a business partnership with Toyota.During this period, the management should attach particular emphasis on the following issues: * Encouragement of an enterprise culture of creativity, continuous learning and improvement; * Particular attention on R & D, which should go beyond technological issues to include an analysis of both customers’ needs and competitors’ competitive potential; * Improvement of employees’ satisfaction in order to promote creativity and strengthen organizational development; * Strengthening the management information system to help executives to take informed and effective decisions.Toyota views new suppliers cautiously and gives only very small orders. They must prove their sincerity and commitment to Toyota’s high performance standards for quality, cost, and delivery. If they demonstrate this for early orders, they will get increasingly larger orders. Toyota will teach them the Toyota Way and adopt them into the family. This is a model of what Toyota expects from its suppliers. Toyota’s suppliers have to show excellence in areas that Toyota sees as critical. These areas are cost, delivery, engineering, management and quality.Toyota’s philosophy is that suppliers have to excel in thes e areas if they wish to stand out amongst other suppliers and to be successful with global competitiveness Tiered Supplier Organizations Toyota like many auto carmakers is a network of suppliers. Tier 1 suppliers are Toyota’s direct suppliers, which is followed by Tier 2 suppliers and so on. Lastly, there are the Tier 4 suppliers. These are generally small in size, but are critical to the suppliers that are supplying Toyota. Toyota, to maintain the smooth flow in its supply chain, even handles when problem exist in these Tiers.An example of this can be a situation in which a government regulation required a change in antirust coatings. More than 4,000 parts were impacted by this change, but there were only a small number of suppliers that supplied the coating materials. Thus, Toyota was able to focus attention on a few suppliers to develop the new coating materials to be provided to suppliers that coated the 4,000 parts. Working with these lower-tier suppliers was the key to making the necessary changes in a timely and efficient manner. Toyota chooses suppliers across multiple tiers so as to guarantee availability of innovative solutions across the supply chain.Pressure on Suppliers to Perform Toyota’s suppliers are always at their toes. They do not get complacent or feel that they can ease-out, even if they are considered as Toyota’s trusted suppliers and have been supplying Toyota quality materials for a number of years. Even suppliers who have acquired long-term contracts from Toyota, for supplying specific components for a model or set of models have to prove that they are worth the trust to have been given the contract. Otherwise they would jeopardize their opportunity of continuing as Toyota’s suppliers or risk not acquiring such a contract in future models.The depth of Toyota’s Supplier Relationship Toyota’s suppliers suggest that Toyota’s processes have a few characteristics that enable their success, na mely: * Pervasive collaboration tools that have common standards and are compatible with one another * Visibility and visual control not fogged by analysis * Trust to share intellectual property without fear of abuse * Modular view of teams and processes and flexible planning to keep goals aligned with customer needs * Encouragement of teams as a vehicle to solve problems Assisting and Helping SuppliersA key feature of Toyota’s supply chain is the automaker’s role in supplier capability development. This point has already been addressed earlier in this project, how Toyota provides assistance to its suppliers and helps them learn. Supplier Location Decisions Toyota’s planning for assembly plant sites assumes that most suppliers will be located at a reasonable distance from the assembly plant and that their delivery schedules will permit efficient operation of the assembly plant to produce vehicles based on the final vehicle mix and sequence.The low lot sizes of a ssembly plant parts orders imply that suppliers need to be located close to the assembly plant. Many suppliers choose to be located close to an assembly plant. In Japan, 85 percent of the volume comes from suppliers located within a 50-mile radius of a plant (i. e. , within a one-hour drive). In North America and Europe, the goal is for 80 percent of the parts to be delivered within three to five days lead time. The Toyota Target Value System The Toyota Target Value System is a complex system that is continuously applied in Toyota-supplier relationships.Under this system, Toyota and a supplier agree on a number of long-term issues and objectives to strengthen the supplier’s competitiveness. In the course of intense consultations, the long-range objectives are scaled down to annual targets, the so-called â€Å"target values†. On this basis, the supplier undertakes appropriate steps and measures to reach these goals as agreed. Progress is regularly evaluated in terms of organization, effort and achievement and the assessment is communicated to the supplier. Suppliers that succeed in raising their levels of competitiveness receive awards.In case suppliers experience difficulties in their efforts to attain the agreed targets, Toyota provides expertise to analyze the problems and to design measures to remedy the situation. The continuing circle of improvement, attainment and further improvement enables suppliers to improve their competitive edge, while laying the foundation for a stable and long-term business relationship with Toyota, as well as for a broadened range of business opportunities. This long-term approach also helps to overcome problems emanating from economic recession and turmoil.Environmentally-Friendly Products Based on â€Å"Green Procurement† In order to produce environmentally-friendly products, Toyota aims to procure parts, materials and equipment that have low environmental impact from suppliers that always give sufficient consideration to the environment. Toyota’s Supplier Strategies: Strengths and Weaknesses Strengths Suppliers are considered part of Toyota’s value chain. Having strong relationships with partners provides Toyota with certain advantages. Its lean production methods are directly integrated with the efficiency of suppliers.The advantages that Toyota acquires of its supplier strategies include the inventory that Toyota receives JIT from its suppliers. Toyota’s suppliers work hand in hand with Toyota to improve processes and the quality of its products. These supplier strategies also help Toyota shed its costs. The work that Toyota has done with its suppliers has helped the suppliers in eliminating waste from their factory floors; shedding cost and getting the best out of the least. All these savings and reductions in costs are passed on to Toyota as low priced – high quality parts and components.These supplier strategies have also increased Toyota’s qu ality, and have decreased defects to a bare minimum. Another visible advantage of Toyota’s supplier strategies is that the company has decreased its time-to-market for its new or developing products. Suppliers respect Toyota and share common interests and mutual benefits with Toyota. These strong ties also help improve Toyota’s insight on the occurrence of problems and avoiding them, as it goes beyond just handling its direct suppliers; in fact it also deals with its Tier 2, Tier 3 and Tier 4 suppliers.Also, Toyota’s decision to select most of its suppliers that are geographically located near to it, also helps solve logistics problem and brings a large reduction in the cost of transporting the parts or components to its plants. Weaknesses (Toyota has a very studied and planned organizational structure. Its departments are perfectly set and planned. We as students did not have the ample resources to conduct a study on the weaknesses of Toyota – so what we mention here are just assumptions. ) Recent recalls that Toyota has suffered, have been to some extent blamed on its suppliers and Toyota’s Supplier Management.There is a wide speculation that since Toyota, after overtaking GM as the largest auto manufacturer set its goal to increase its market share from 11% to 15%. Due to this Toyota lost sight of its core philosophies, and grew complacent in its supplier selection process. Thus, summarizing that Toyota is only as good as its network of suppliers. Denso, a core supplier of Toyota, which conducts more than 30% of its business with Toyota is said to be somewhat frustrated with the closeness that Toyota maintains with it. This is due to the reason being that Denso also supplies to other customers which are also car manufacturers.These customers are namely Honda, Nissan and Mazda etc. and are considered by Toyota as its main competitors; especially Honda and Nissan. These deviating relationships might possibly hurt or damage T oyota in the long run; if corrective measures are not taken. Also, some suppliers complain that although Toyota is their best customer, it doesn’t let go of its bargaining power; meaning that Toyota keeps an upper hand over everything. It can also be argued that having low inventories, if not managed well can cause problems in the production line.Corrective Actions Required Knowing how Toyota works, if these problems come into existence; Toyota will have a carefully planned approach to solving them. To begin with Toyota would first clarify the problem and see the comparison between the current and the ideal or required state. Then as second step, it would grasp the actual situation and see the gaps, which have caused the problem to occur. A third step would be to break down the problem and set targets to correct them bit by bit. Finally, it would conduct an analysis of the underlying causes.What Toyota should do to prevent the problems mentioned in the (Weaknesses) section ab ove is that Toyota must improve its supplier management process and make some corrections to its supply chain. Conclusion Japanese carmakers have always been considered the benchmarks in their industry, and Toyota is the best among the Japanese car manufacturers, establishing it as the benchmark of benchmarks. Toyota has excellence embedded deep in its core and has helped and developed its suppliers to do the same, by integrating and applying a scope of mutual learning and development.Fun Fact As a full stop to this project, we would leave you with a fun fact to think over. Today, Toyota is the world's largest manufacturer of automobiles in unit sales and in net sales. It is by far the largest Japanese automotive manufacturer, producing more than 10 million vehicles per year, equivalent to one every six seconds. In the time it has taken you to read this paragraph, Toyota would have produced at least another three or four cars! Resources Books 1. TOYOTA SUPPLY CHAIN MANAGEMENT: Anant h V. Iyer, Sridhar Seshadri and Roy Vasher 2.THE TOYOTA WAY – 14 Management Principles from the World’s Greatest Manufacturer: Jefferey K. Liker 3. THE TOYOTA LEADERS – An Executive Guide: Masaaki Sato Online Resources and Websites 1. http://www. economist. com/node/15576506 2. www. toyota-industries. com 3. http://www. strategicsourceror. com/2011/04/toyota-supply-of-cars-will-be-impacted. html 4. www. toyota-global. com 5. http://blogs. gxs. com/morleym/2010/02/improving-visibility-across-toyota%E2%80%99s-supply-chain. html 6. http://thethrivingsmallbusiness. om/articles/what-can-we-learn-from-the-toyota-crisis/ 7. www. businessweek. com 8. http://www. toyota. co. nz 9. www. toyotasupplier. com 10. http://www. industryweek. com/articles/toyotas_real_secret_hint_its_not_tps_13432. aspx 11. http://www. autoweek. com/article/20060818/free/60816004 12. www. inc. com 13. http://www. businessweek. com/bwdaily/dnflash/content/jan2010/db20100128_907800. htm 14. http:/ /www. bnet. com/blog/mba/lessoned-learned-from-toyotas-crisis/1939 15. http://findarticles. com/p/articles/mi_m0KJI/is_10_118/ai_n27023150/

Education in the Philippines Essay

Education in the Philippines is managed and regulated by the Department of Education, commonly referred to as the DepEd in the country. The Department of Education controls the Philippine education system, including the curriculum used in schools and the allocation of funds. It also regulates the construction of schools and other educational facilities and the recruitment of teachers and staff. Before Philippine independence in 1946, the country’s education system was patterned on the system of its colonial powers, Spainand the United States. However, after Philippine independence, its educational system changed radically. Until 2011, the basic education system was composed of six years of elementary education starting at the age of 6, and four years of high school education starting at the age of 12. Further education was provided by technical or vocational schools, or in higher education institutions such as universities. Although the 1987 Constitution stated that elementary education was compulsory, this was never enforced.[citation needed] In 2011, the country started to transition from its old 10-year basic educational system to a K-12 educational system, as mandated by the Department of Education.[3] The new 12-year system is now compulsory, along with the adoption of new curriculum for all schools (see 2010s and the K-12 program). The transition period will end with the 2017-2018 school year, which is the graduation date for the first group of students who entered the new educational system. All public schools in the Philippines must start classes on the date mandated by the Department of Education (usually the first Monday of June), and must end after each school completes the mandated 200-day school calendar organized by the Department of Education (usually around the third week of March to the second week of April). Private schools are not obliged to abide by a specific date, but must open classes no later than the last week of August. Tertiary schools in the Philippines has varied grading systems. Most universities [including institutes and colleges], particularly public institutions, follow the grade point system scale of 5.00 – 1.00, in which 1.00 is the highest grade and 5.00 is the lowest possible grade. Some universities may follow the 1.000 – 4.000 grading system. Patterned after American universities. This system uses the 4.0 grade point equivalence as  the highest grade, while 1.0 grade point equivalence is considered the lowest possible grade. 0.0 grade point equivalence is considered a failing mark. The General Weighted Average is a representation (often numerical) of the overall scholastic standing of students used for evaluation. GWA is based on the grades in all subjects taken at a particular level including subjects taken outside of the curriculum. Representation of the subjects taken only in a specific curriculum is called the Curriculum Weighted Average (CWA).[1][2] Education in the United States is provided by public schools and private schools. Public education is universally available, with control and funding coming from the state, local, and federal government.[4] Publicschool curricula, funding, teaching, employment, and other policies are set through locally elected school boards, who have jurisdiction over individual school districts. State governments set educational standards and mandate standardized tests for public school systems.[clarification needed] Private schools are generally free to determine their own curriculum and staffing policies, with voluntary accreditation available through independent regional accreditation authorities. 88% of school-age children attend public schools, 9% attend private schools, and nearly 3% are homeschooled.[5] Education is compulsory over an age range starting between five and eight and ending somewhere between ages sixteen and eighteen, depending on the state.[6] This requirement can be satisfied in public schools, state-certified private schools, or an approved home school program. In most schools, education is divided into three levels: elementary school, middle or junior high school, and high school. Children are usually divided by age groups into grades, ranging from kindergarten and first grade for the youngest children, up to twelfth grade as the final year of high school. There are also a large number and wide variety of publicly and privately administered institutions of higher education throughout the country.

Blood and Blood Product Safety and the Role of Government

One million Americans are infected with HIV. One in six of these people do not know that they are infected. In the 1980s, about 8,000 hemophiliacs were infected with HIV and hepatitis due to blood supply infections. Companies that sell drugs used to manage blood coagulation of the US Food and Drug Administration (FDA), Disease Control Center (CDC), Government, National Hemophilia Foundation (NHF), and hemophilia patients I know that the factor is contaminated. Either way, due to the high price of these products, they still sell it. The health of the United States depends on blood and technology. Blood and blood products play an important and irreplaceable role in medicine. Every year 5 million people receive erythrocytes, blood coagulation factors, or blood transfusions from plasma products. Traditionally, the technical aspects of blood have long been dedicated to improving blood safety, collection and storage. The system is not perfect, and some experts have expressed concern that r eaction to Jika is too slow and too cautious. Finding the right balance between speed and accuracy is always a problem and it is worth reviewing in future articles. However, from the viewpoint of winter of 2017, we can see that confirmed case of infection by transfusion has not been confirmed in the United States. In the past Prior to blood transfusion, many measures were taken to ensure the quality, compatibility and safety of blood products. In 2012, 70% of countries formulate domestic blood policies, 62% of which enact specific laws covering transfusion safety and quality. Blood transfusions usually use blood sources: themselves (autologous blood transfusion) or other people (allogeneic or allogeneic transfusions). The latter is more general than the former. To use other people's blood, you need to donate blood first. Blood is most often injected intravenously into whole blood and collected with anticoagulants. In developed countries, donors are usually anonymous to recipients, b ut products in blood banks can always be individually tracked through donation, testing, separation of ingredients, storage, and delivery to recipients throughout the cycle .

American Film I ndustry in 1950s Essay Example | Topics and Well Written Essays - 2750 words

American Film I ndustry in 1950s - Essay Example The diversity of Hollywood cinema drastically decreased after the Paramount Decree, moving away from the low-budget films to fewer ones with high budgets. As a result, it is demonstrated further, that the audiences of these low-budget films left the Hollywood cinema, rather than transforming their tastes suddenly to art films. The main argument of this study states that the decline in the production of low-budget movies served as the main reason for the growth of art-houses in the 1950s. The art film theatre phenomenon became commercially feasible in the late 1940s. Art houses featured overseas films, documentaries, self-regulating productions and classic re-releases, chiefly Hollywood. These theatres happened to be small, showed only single feature films, accommodated to mature audiences, and more likely, preferred selling coffee rather than popcorn and other eatables. Most of the main-stream movie theatres lacked at business compared to the Art houses which held films over for long runs comparatively. In addition, along with their entrance to major cities and college towns, the art theatres gained popularity and prevalence amongst masses throughout the 1950s. In accordance to Gomery views, the number of art theatres incremented from 250 to 1,500 between 1950 and 1952, though not all of them were showing art films exclusively (Gomery, 2002). Studies revealed that... They were ardent film-goers who efficaciously utilized other cultural products were more likely to be influenced by the reviews and word of mouth rather than any sort of publicizing or advertising. The supposed search for high quality films was offered for a variety of motives for the art film-goers than those being made by main-stream Hollywood studios. With the commencement of World War II, an interest in more crucial and socially critical appearance opened up for entertainment as well as an increased curiosity about the foreign cultures and conventions rose in the masses. Moreover, with television sets becoming popular in the home and focusing on family fare, motion pictures attempted to put forward to the adult audiences something different, mature, which would motivate them to depart their homes (Maltby, 2003). There are several other factors which led the exhibitors to explore outside the Hollywood Studio system for film products. The ruling that vertical integration of the Hol lywood studios violated anti-trust laws evoked the studios to divorce production and distribution from the exhibition (The Yale Law Journal, 1965). With such a transformation, more and more theatres became self-regulating, restraining the control that the main-stream studios practiced over exhibition by way of the Motion Picture Association of America (MPAA). Self-regulating productions were successful in these aspects because they had the flexibility to locate interesting themes, popular stars and enough finance from the studios which was rather a hit or miss effort with higher rate of menace (Robins, 1933: 103-118). Although, in the year 1942, the MPAA eradicated fines and penalties against theatres which screened movies without Production Code seals, the member companies assured

Socially Just Conditions for Learning Essay Example | Topics and Well Written Essays - 2000 words

Socially Just Conditions for Learning - Essay Example In the sphere of education it is especially important to focus on social aspects, because teachers are responsible for upbringing and educating of new globalized citizens. Therefore, sociological implications of pedagogical practices should be correlated with political and cultural regulations of the country. Socially just pedagogies are focused on education of students with disabilities, from socially unfavorable families and environment. As far as we know it: â€Å"Educators †¦ should reject forms of schooling that marginalize students who are poor, black and least advantaged. This, points to the necessity for developing school practices that recognize how issues related to gender, class, race and sexual orientation can be used as a resource for learning rather than being contained in schools through a systemic pattern of exclusion, punishment and failure (Rossi, 2004). Consequently, we can see that now it is time to change social aspects of pedagogies for tolerant and multi- faceted educational practices. Teachers should take into account a student’s will for knowledge, improve and advance it and not to oppress him because of social stereotypes or perverted social patterns (Ukpokodu, 2007). Children impairments Children with physical or cognitive impairments are often criticized by classmates and in this case a teacher should be a â€Å"trigger† of tolerant and correct behavior in relation to a child. There is a marginalized disposition of students with disabilities and modern researches and studies are focused on reconceptualization of the students’ â€Å"inclusion† in the educational process (Chubbuck, 2009). A fundamental nature of impairment and disability should be promoted as a form of social artifacts. Another important measure to be taken by the modern teachers is to interpret pedagogical doctrines within social and globalized contexts. To begin with, teachers should realize the fact that their students, which are gen erally positioned as skilled and productive individuals, may be not â€Å"able†. Moreover, concerning students with disabilities, it should be noted that they require more help, patience and tolerance from their teachers. In accordance with the study conducted by Christensen, Young, & Marchant (2007): â€Å"An inclusive society, therefore, is not a society of equals in a principled way, but a society in which everyone has the qualities to meet her needs in an entrepreneurial way† (p. 82). Modern approaches of teachers to education A people-centered approach is the most relevant step to be taken by teachers in the beginning of educational practices change. A teacher should be positioned as a mentor, helping to bridge an inner emotional gap within a student with special needs. There are two important questions for each teacher: â€Å"what do my students see?†, â€Å"what are their real ideas in the educational process?† Consequently, education in the modern globalized context is moving from telling students what is true to asking students what it true. Children have their own opinion. They have their own voice and it should not be suppressed in the educational process. A socially just teacher is a mentor, who has an ability to listen to his students and take into account their ideas (Keeffee and Carrington, 1996). I can further claim that a teacher’s socially just practices are being developed under the influence of childhood impressions. In my

Linear Function Essay Example | Topics and Well Written Essays - 500 words

Linear Function - Essay Example More time you spend on phone, less time the battery last. Again amount of water needed is directly proportional to weather. More water is needed, to drink, in hot weather, as compare to cold weather. Again probability of success is directly proportional to hard work done. There are many activities, in our life, which can be proving as examples of linear functions in our life. 1. Suppose you have a lemonade stand, and when you charge $1 per cup of lemonade you sell 50 cups. But when you raise your price to $2 you only sell 25 cups. Write an equation for the number of cups you sell as a function of the price you charge. Denote "C" for number of cups, and "P" for the price you charge. Assume the function is linear. 3. Which of the following are functions Explain your reasoning for a, b, and c. Keep the definition of a function strongly in mind as you do this problem, it is not nearly as difficult as it may look. Think about whether the relationship between f(x) and x is consistent with being a function or not and explain your reasoning. Time taken by a person is function of speed of driving. How much you increase your driving speed, you take less time to cover the required distance. Now distance between your home and work place is constant provided you use same path for driving daily. So speed of driving is the one of major factor to decide time required to reach to the work.

BP Exploration Case Study Example | Topics and Well Written Essays - 1000 words

BP Exploration - Case Study Example Drawing on your previous analysis, to what extent do you believe BP Exploration's relative performance can be sustained in the medium term Over the last five years, BP Exploration has drawn on a number of resources and capabilities which keep it one of Britain's biggest companies and one of the largest oil and petrochemicals groups in the world. BP employs more than 65,000 people in 70 countries. BP Exploration is responsible for 60% of BP's worldwide revenue. It employs 60% of BP's staff and has more than 40 independent Assets.1 BP's work on oil and natural gas exploration and production, together with the management of crude oil and natural gas pipelines, processing and export terminals has led the company to many areas of the globe. BP Exploration has a wide resource base; already with strong positions in Alaska, the North Sea and North America, it is now developing major new fields in Angola, Azerbaijan, Trinidad, Algeria and in the Gulf of Mexico, with liquefied natural gas business expanding into the Asia Pacific Region. BP's TNK BP venture in Russia employs 100,000 people. It owns and operates five refineries through West Siberia, the Volga-Urals and East Siberia. The BTC Pipeline now runs 443km through Azerbaijan, 249km through Georgia and 1,076km through Turkey. The pipeline, buried its entire length, has eight pump stations. It is the first direct pipeline link between the Caspian Sea and the Mediterranean. BP hopes the BTC project will bring positive economic advantages to the region and avoid inc reasing oil traffic through the vulnerable Turkish Straits. In addition to BP Exploration's projects worldwide, BP promotes an 'Upstream' mindset - the company works towards long-term sustainable business, delivering superior service through cycle returns by having a greater share of large, low cost oil and gas fields.2 BP has implemented key successful strategies in order to remain a world leader. These are: making a stand on global warming and climate change; promoting an 'upward feedback' strategy in-house; and development of a business intelligence strategy. To a large degree BP Exploration's resources and capabilities are well aligned with its business plan, generating a competitive advantage for the company as a whole. In the late 1990's BP made a break with the petrochemical industry and set a precedent. The company's management understood it was good business to incorporate ecology into business and community strategic planning. In May 1997, BP CEO, John Brown gave a pioneering speech, announcing BP's decision to accept that climate change is occurring and its intention to do something about it. This move created BP a lot of attention from the world's media, environmentalists and politicians. BP was the first multi-national to make such a stand. It committed to reducing greenhouse emissions and to joining international efforts in minimising greenhouse emissions. Solar energy was officially made a priority, on a par with BP's three other business ventures: exploration, oil and chemicals.3 In-house, BP's 'upward feedback strategy', was designed to create a greater sense of job satisfaction for employees while working in harmony with the company's growth. Senior management was determined to achieve a more open style in the workplace; based on committed teams engaged in open, honest communication to plan and achieve corporate,

Children and Homelessness Essay Example | Topics and Well Written Essays - 1500 words

Children and Homelessness - Essay Example For those infants that get born to a family in a state of homelessness, they may be affected by low birth weights, and this increase chance of premature death. Such a child may also fail to be immunized due to reduced healthcare access. According to Reynalds (2009), there are about 50 million children in the United States who may be said to be homeless. The author further asserts that in a majority of the states, plans that seek to cater for the plight of these homeless children appears to be quite inadequate. Homelessness has been said to come about due to a multitude of other issues that entails the abuse of drugs by a parent, alcohol, domestic violence, or even mental illness. As Raynald (2009) has noted, chances of a homeless child experiencing hunger are twice those of a child who is not faced with a similar situation. Compared to children from stable homes, their homeless counterparts have been shown to have a twelve fold likelihood of getting enrolled to foster care. Homelessness has been defined as "the condition and social category of people who lack housing, because they cannot afford (pay for), or are otherwise unable (Or uninterested) to maintain, regular, safe, and adequate shelter" (Levinson 2004). In addition, the term could also take into account individuals who often reside at a shelter for the homeless. Moreover, individual that have been housed in a given residence pending institutionalization may also be categorized as being homeless. The definition also takes into account individual that are living in a private or public place, and which has not been recognized as being "a regular sleeping accommodation for human beings" (Polakow & Cindy 2001). The Urban Development and Housing Department of the United States (HUD), has issued a definition for persons that may be considered as being "chronically homeless". According to the definition by HUD, an individual who is chronically homeless is one who may be afflicted with a condition that is disabling, has had the status of being homeless for over a period of one year, or one who has experienced that status of a homeless individual in at least four incidents for the last three years (Rollinson & Pardeck 2006). What happens when young people become homeless Young homeless children are more likely to be living apart from their parents. In an instance whereby a young child gets detached from its parents, and especially the mother the ensuing negative effects that they experience may be quite long-term this is especially critical, if the separation takes place at the formative stage of childhood development ( that is between one and five years). For the pre-school children, the status of being homeless may very well result in the developmental delays those children demonstrates. As Allen (2004) has noted, close to 75 percent of the homeless children who are below the age of five years exhibits at the very list a significant deviant developmental-wise, especially with regard to speech or impulsivity. Furthermore, homeless children have a higher likelihood of being afflicted with emotional problems. By and large, children who are homeless have a tendency to not only cry at the slightest provocation, they also papers to overreact should they

Restaurant Business as One of the Most Rewarding Type of Small Essay

Restaurant Business as One of the Most Rewarding Type of Small Businesses - Essay Example According to the research findings, it can, therefore, be said that restaurant business is one of the most rewarding types of small businesses. The researcher has witnessed one of his uncle’s advances so much economically because of owning one of them. His restaurant is a fast food restaurant located in the middle of one of the busy streets in Saudi Arabia. The main types of food served at the restaurant are chicken, chicken burgers, fries,  burgers,  pizza, sandwiches, junk food among other fast meals. Fresh fruit juices are also served at the restaurant. The restaurant offers quick dining for those who have time to sit and eat but for those who have no such time, quality food packaging services are offered. The legal ownership structure of the business The legal ownership structure for the restaurant in question is the sole proprietorship. The business is classified under sole proprietorship type of business because only one person legally owns the business, and he and t he business are treated as one entry. He did not partner with anyone in or outside the family in the setting up of the business or running it. Instead, he is the overall manager of the business, overseeing operations, and employees like chefs, customers attendants, and cashiers. At the end of every month, all the profits or losses are upon him alone and he carries liability for any debts incurred. Alternative possible structures An alternative for the sole proprietorship is General Partnership. However, their losses are determined by the extent of their investment. Peacock states that as for a Limited Liability Company, no partner is personally liable for any debts incurred by the business. Before commencing with business, all partners make a written agreement detailing the organization of the business, alienability of interests, provisions of management, and distribution of profits and losses. Sole proprietorship as the most appropriate structures Sole proprietorship is the most ap propriate type of business ownership structure, especially for a small business. It is best fitted for hardworking individuals and those who can learn to sacrifice for a better tomorrow. This is because the owner can decide to plow back a large portion of the profits accrued over a period just to ensure that the business expands within a short period. As for partnerships, not all partners could be ready to make this sacrifice. It is easy to make decisions in sole proprietorship since opinions are sought before undertaking anything. Such structure protects a business from the weaknesses that are found in some form of partnerships with family businesses where decisions are emotionally driven instead of being driven by logic. The owner is not obliged to hire any family members but qualified persons for the business. Out of the hard work of the month, there is no one to take away any portion of the profit from the owner. Reed points out that such business is not subject to government ta xes.

As a firm grows the lines of communication are often stretched Essay Example for Free

As a firm grows the lines of communication are often stretched Essay As a firm grows the lines of communication are often stretched. To overcome this meetings could be set up to keep people informed. The companys span of control could be re-emphasised so that workers know whom to report to and who to inform of their orders. A clear structure and hierarchical pyramid will reduce arguments in the short term. Team building exercises are a modern way of improving morale, team spirit and efficiency. They are a long-term measure to keep all managers striving for the same aims and goals for the company as a team. I have been assigned by the company Koka Kola to sort out the problem they have where a new base 50 miles outside of there London head quarters has been built. The problem is the communication between the two bases; I need to find the best way to communicate between the two bases. Business Objectives The Business has objectives it must achieve; the businesses main objective is to set up a new communications system between the London Head Office and the newly built Production Site. The problem with this is that it may clash with another objective, Profit. If the company is to spend money on a new communications system it must make sure that the money spent on the system, staff, marketing etc, does not overshadow the money made by sales and other sources of profit. This, although a big problem could have benefits in the long term. If the money spent on setting up the Communications System is more than the profit made that month. In the months after when the System is set up, the benefits in profit as a result of the it being set up could be far greater than that in past months before it was made and so in the future could eventually be bigger than the amount paid on the Communications System and maybe even the Production Site. This concludes that although the short-term objectives maybe conflicted, the long term must be waited upon in order to reap the benefits. Communication: Communication is the process of passing information from one person to another. Once the target receives the information it is acted upon and feedback is sent to the original sender. An example of communication in business might be a company producing cars. The message might be an advertisement on television telling customers about a new car. The target will be the segment of the market interested in buying a car. The feedback will be the level of sales when the magazine first goes on sale. Communications are important in a business because it keeps the company working on the right track. For example if a marketing director who never asked the customers what they wanted in a product made a set up an advertising scheme on television, the advertisement would be based on the directors interests rather than the views of the customers. The customers wouldnt be interested and would turn a blind eye. The problem with the business I have been appointed to is that the business is splitting into two bases amongst which people will work who would normally communicate with each other. I have organised an interview with a worker from a local business to find out what methods of communication they use: 1) How many methods of communication do you use in your business?

Summary and Analysis of the Compton Effect

Summary and Analysis of the Compton Effect En = nhf (1) where En is the energy, n is a non-negative integer, h is Plancks constant, and f is the frequency of the photon.2 In 1905, Albert Einstein extended Plancks inference to include not only black body radiation but all electromagnetic waves! Therefore, Einstein hypothesized that light is quantized with energy proportional to its frequency.3 The obvious principle to be deduced from these discoveries is that light possessed attributes of waves and particles! In 1922, Arthur Holly Compton solidified Plancks assumption and therefore firmly established a new era of physics. Compton theorized and then experimentally demonstrated that electromagnetic waves had the properties of particles. Classically, x-rays would shake the electrons of a target material at the same frequency of the x-ray. Hence, the wavelength of radiation from the oscillating electrons would be identical to the wavelength of the incoming xrays. 1 However, it was observed that x-rays were more easily absorbed by materials than waves of longer wavelength. In other words, the scattered  x-rays were of longer wavelength.4 This was contrary to the predictions of classical physics. Compton realized though, that if the interaction was modeled as a collision between two particles (electron and photon), the scattered x-rays would-be of longer wave length (compared to the incident-rays) because the recoiling electron would acquire some of the energy and momentum of the  incoming x-ray.4 Since wavelength is inversely proportional to frequency, the frequency of the scattered x-rays was less. From eq. (1), it is seen  that the energy would also be decreased. When Compton carried out this experiment in 1922 using molybdenum as his target, he verified his theory and provided even more evidence that light also possessed a mass less particle nature Detailed Description of Compton Effect   the elastic scattering of electromagnetic radiation by free electrons, accompanied by an increase in wavelength; it is observed during scattering of radiation of short wavelength-X rays and gamma rays. The corpuscular properties of radiation were fully revealed for the first time in the Compton Effect. The Compton effect was discovered in 1922 by the American physicist A. Compton, who observed that X rays scattered in paraffin have a longer wavelength than the incident rays. Such a shift in wavelength could not be explained by classical theory. In fact, according to classical electrodynamics, under the influence of the periodic electric field of an electromagnetic (light) wave, an electron should oscillate with a frequency equal to that of the wave and consequently should radiate secondary (scattered) waves of the same frequency. Thus, in classical scattering (the theory of which was provided by the British physicist J. J. Thomson and is therefore called Thomson scattering) the wavelength of the light does not change. An elementary theory of the Compton effect based on quantum concepts was given by Compton and independently by P. Debye. According to quantum theory a light wave is a stream of light quanta, or photons. Each photon has a definite energy Ø ¹ =hv=hc/ÃŽÂ »and a definite momentum pÃŽÂ ³= (h/ÃŽÂ »)n, where ÃŽÂ » is the wavelength of the incident light (vis its frequency),cis the speed of light,his Plancks constant, and n is the unit vector in the direction of propagation of the wave (the subscript ÃŽÂ ³ denotes a photon). In quantum theory the Compton Effect appears as an elastic collision between two particles, the incident photon and the stationary electron. In every such collision event the laws of conservation of energy and momentum are obeyed. A photon that has collided with an electron transfers part of its energy and momentum to the electron and changes its direction of motion (it is scattered); the decrease in the photons energy signifies an increase in the wav elength of the scattered light. The electron, which previously had been stationary, receives energy and momentum from the photon and is set in motion (it experiences recoil). The direction of motion of the particles after the collision, as well as their energy, is determined by the laws of conservation of energy and momentum (Figure 1). Elastic collision of a photon and an electron in the Compton effect. Before the collision the electron was stationary:pÃŽÂ ³and pÃŽÂ ³are the momentum of the incident and scattered photons, pe=mvis the momentum of the recoil electron (vis its velocity),(is the photons scattering angle, and à ¸ is the angle of escape of the recoil electron relative to the direction of the incident photon. Simultaneous solution of the equations expressing the equality of the summed energies and momentums of the particles before and after the collision (assuming that the electron is stationary before the collision) gives Comptons formula for the shift in the wavelength of the light: =ÃŽÂ » à ¢Ã‹â€ Ã¢â‚¬â„¢ÃƒÅ½Ã‚ »=ÃŽÂ »0(1 Ë- cos ÃŽÂ ¸) Here ÃŽÂ » is the wavelength of the scattered light, ÃŽÂ ¸ is the photons scattering angle, and ÃŽÂ »0=h/mc= 2.426 ÃÆ'- 10Ë-10cm = 0.024 angstrom (Ã…) is the Compton wavelength of the electron (mis the mass of the electron). It follows from Comptons formula that the shift in the wavelength does not depend on the wavelength ÃŽÂ » of the incident light itself. It is solely determined by the scattering angle ÃŽÂ ¸ of the photon and is maximal when ÃŽÂ ¸ = 180 °, that is, when scattering is straight back: max= 2ÃŽÂ »o. Expressions for the energy Ø ¹eof the recoil, or Compton, electron as a function of the angle à ¸ of its escape may be obtained from the same equations. The dependence of the energy Ø ¹ ÃŽÂ ³ of the scattered photon on the scattering angle ÃŽÂ ¸, as well as the dependence of Ø ¹eon à ¸, which is related to it, is shown in Figure 2. From the figure it is apparent that the recoil electrons always have a velocity component in the direction of motion of the incident photon (that is, à ¸ does not exceed 90 °). Experiment has confirmed all the above theoretical predictions. The correctness of the corpuscular concepts of the mechanism of the Compton effect-and thus the correctness of the basic assumptions of quantum theory-has been experimentally proved. In actual experiments on the scattering of photons by matter, the electrons are not free but are bound to atoms. If the energy of the photons is high in comparison with the binding energy of the electrons in the atom (X-ray and gamma-ray photons), then the electrons experience a recoil strong enough to expel them from the atom. In this case the photon scattering proceeds as if with free electrons. However, if the energy of the photon is not sufficient to tear the electron from the atom, then the photon exchanges energy and momentum with the entire atom. Since the mass of the atom is very great compared to the photons equivalent mass (which, according to the theory of relativity, equals  £y/c2), the recoil is virtually nonexistent; therefore, the photon Dependence of the energyØ ¹ÃƒÅ½Ã‚ »of the scattered photon on the scattering angleÃŽÂ ¸(for convenience, only the upper half of the symmetrical curve is depicted) and the dependence of the energy Ø ¹eof the recoil electron on the angle of escape 0 (lower half of the curve). Quantities related to the same collision event are labeled with identical numbers. The vectors drawn from point 0, at which the collision between the proton with energy Ø ¹ÃƒÅ½Ã‚ ³ and the stationary electron occurred, to corresponding points on the curves depict the state of the particle after scattering: the magnitudes of the vectors give the energy of the particles, and the angles formed by the vectors with the direction of the incident photon define the scattering angle à ¸ and the angle 0 of the recoil electrons path. (The graph was plotted for the case of scattering of hard X rays with wavelengthhc/Ø ¹ÃƒÅ½Ã‚ ³= ÃŽÂ ³o= 0.024 Ã….)  is scattered without a change in its energy (t hat is, without a change in its wavelength, or coherently). In heavy atoms only the peripheral electrons are weakly bound (in contrast to the electrons filling the inner shells of the atom), and therefore the spectrum of the scattered radiation has both a shifted (Compton) line, from scattering by the peripheral electrons, and an un-shifted (coherent) line, from scattering by the entire atom. With increasing atomic number (nuclear charge) the electron binding energy increases, the relative intensity of the Compton line decreases, and that of the coherent line increases. The motion of the electrons in atoms leads to a broadening of the Compton lines in the scattered radiation. This occurs because the wavelength of the incident light appears to be slightly changed for moving electrons; in addition, the amount of change depends on the magnitude and direction of the electrons velocity (the Doppler effect). Careful measurements of the intensity distribution in a Compton line, which reflects the velocity distribution of the electrons in the material, has confirmed the correctness of quantum theory, according to which electrons obey Fermi-Dirac statistics. The simplified theory of the Compton Effect examined here does not permit the calculation of all characteristics of Compton scattering, particularly the intensity of photon scattering at various angles. A complete theory of the Compton Effect is provided by quantum electrodynamics. The intensity of Compton scattering depends on both the scattering angle and the wavelength of the incident radiation. Asymmetry is observed in the angular distribution of the scattered photons: more photons are scattered forward, and the asymmetry increases with increasing energy of the incident photons. The total intensity of Compton scattering decreases with an increase in the energy of the primary photons (Figure 3); this indicates that the probability of the Compton scattering of a photon passing through matter diminishes with decreasing energy. Such a dependence of intensity on  £y determines the place of Compton scattering among the other effects of interaction between matter and radiation that ar e responsible for loss of energy by photons in their passage through matter. For example, in lead the Compton effect makes the main contribution to the energy loss of photons at energies of the order of 1-10 mega electron volts, or MeV (in a lighter element, aluminum, this range is 0.1-30.0 MeV); below this region it is surpassed by the photoelectric effect, and above it by pair production. Compton scattering is used extensively in studying the gamma radiation of nuclei; it is also the basis of the principle of operation of some gamma spectrometers. The Compton effect is possible not only for electrons but also for other charged particles, such as protons; however, because of the protons large mass its recoil is noticeable only during the scattering of photons with very high energy. The double Compton effect consists of the formation of two scattered photons in place of a single incident photon during scattering by a free electron. The existence of this process follows from quantum electrodynamics; it was first observed in 1952. Its probability is approximately a hundred times less than that of the ordinary Compton effect. Graph showing the dependence of the total Compton scattering intensity Inverse Compton effect. If the electrons on which electromagnetic radiation is scattered are relativistic (that is, if they are moving with speeds close to the speed of light), then in an elastic collision the wavelength of the radiation will decrease: the energy and momentum of the photons will increase at the expense of the energy and momentum of the electrons. This phenomenon is called the inverse Compton effect and is often used to explain the radiation mechanism of cosmic X-ray sources, the production of the X-ray component of the background galactic radiation, and the transformation of plasma waves into high-frequency electromagnetic waves. Description of the phenomenon By the early 20th century, research into the interaction ofX-rayswith matter was well underway. It was known that when a beam of X-rays is directed at an atom, an electron is ejected and is scattered through an angleÃŽÂ ¸.Classical electromagnetismpredicts that the wavelength of scattered rays should be equal to the initial wavelength;-9-2[3]however, multiple experiments found that the wavelength of the scattered rays was greater than the initial wavelength. In 1923, Compton published a paper in thePhysical Reviewexplaining the phenomenon. Using the notion ofquantized radiationand the dynamics ofspecial relativity, Compton derived the relationship between the shift in wavelength and the scattering angle: Where ÃŽÂ »is the initial wavelength, ÃŽÂ »Ãƒ ¢Ã¢â€š ¬Ã‚ ²is the wavelength after scattering, his thePlanck constant, meis the mass of the electron, cis thespeed of light, and ÃŽÂ ¸is the scattering angle. The quantityhà ¢Ã‚ Ã¢â‚¬Å¾mecis known as theCompton wavelengthof the electron; it is equal to2.43ÃÆ'-10à ¢Ã‹â€ Ã¢â‚¬â„¢12m. The wavelength shiftÃŽÂ »Ãƒ ¢Ã¢â€š ¬Ã‚ ²Ãƒ ¢Ã‹â€ Ã¢â‚¬â„¢ÃƒÅ½Ã‚ »is at least zero (forÃŽÂ ¸= 0 °) and at most twice the Compton wavelength of the electron (forÃŽÂ ¸= 180 °). Compton found that some X-rays experienced no wavelength shift despite being scattered through large angles; in each of these cases the photon failed to eject an electron.Thus the magnitude of the shift is related not to the Compton wavelength of the electron, but to the Compton wavelength of the entire atom, which can be upwards of 10à ¢Ã¢â€š ¬Ã¢â‚¬ °000 times smaller. Compton Scattering the scattering of3.html#c4x-raysfrom electrons in a carbon target and found scattered x-rays with a longer wavelength than those incident upon the target. The shift of the wavelength increased with scattering angle according to the Compton formula: Compton explained and modeled the data by assuming a particle (photon) nature for light and applying conservation of energy and conservation of momentum to the collision between the photon and the electron. The scattered photon has lower energy and therefore a longer wavelength according to the2.html#c3Planck relationship. At a time (early 1920s) when the particle (photon) nature of light suggested by the1.html#c2photoelectric effectwas still being debated, the Compton experiment gave clear and independent evidence of particle-like behavior. Compton was awarded the Nobel Prize in 1927 for the discovery of the effect named after him. Compton Scattering Data Comptons original experiment made use of molybdenum K-alpha x-rays, which have a wavelength of 0.0709 nm. These were scattered from a block of carbon and observed at different angles with a2Bragg spectrometer. The spectrometer consists of a rotating framework with a calcite crystal to diffract the x-rays and an ionization chamber for detection of the x-rays. Since the spacing of the crystal planes in calcite is known, the angle of diffraction gives an accurate measure of the wavelength. Examination of the Compton scattering formula shows that the scattered wavelength depends upon the angle of scattering and also the mass of the scattered. For scattering from stationary electrons, the formula gives a wavelength of 0.0733 nm for scattering at 90 degrees. That is consistent with the right-hand peak in the illustration above. The peak which is near the original x-ray wavelength is considered to be scattering off inner electrons in the carbon atoms which are more tightly bound to the carbon nucleus. This causes the entire atom to recoil from the x-ray photon, and the larger effective scattering mass proportionally reduces the wavelength shift of the scattered photons. Putting the entire carbon nuclear mass into the scattering equation yields a wavelength shift almost 22,000 times smaller than that for an unbound electron, so those scattered photons are not seen to be shifted. The scattering of photons from charged particles is called Compton scattering after Arthur Compton who was the first to measure photon-electron scattering in 1922. When the incoming photon gives part of its energy to the electron, then the scattered photon has lower energy and according to the2.html#c3Planck relationshiphas lower frequency and longer wavelength. The wavelength change in such scattering depends only upon the angle of scattering for a given target particle. The constant in the Compton formula above can be written and is called the Compton wavelength for the electron. The formula presumes that the scattering occurs in the rest frame of the electron Compton scattering occurs when the incident x-ray photon is deflected from its original path by an interaction with an electron. The electron is ejected from its orbital position and the x-ray photon loses energy because of the interaction but continues to travel through the material along an altered path. Energy and momentum are conserved in this process. The energy shift depends on the angle of scattering and not on the nature of the scattering medium. Since the scattered x-ray photon has less energy, it has a longer wavelength and less penetrating than the incident photon. Compton Effect was first observed by Arthur Compton in 1923 and this discovery led to his award of the 1927 Nobel Prize in Physics. The discovery is important because it demonstrates that light cannot be explained purely as a wave phenomenon. Comptons work convinced the scientific community that light can behave as a stream of particles (photons) whose energy is proportional to the frequency. The change in wavelength of the scattered photon is given by: Where: L = wavelength of incident x-ray photon l = wavelength of scattered x-ray photon H = Plancks Constant: The fundamental constant equal to the ratio of the energy E of a quantum of energy to its frequency v: E=hv. me = the mass of an electron at rest C = the speed of light Q = The scattering angle of the scattered photon The applet below demonstrates Compton scattering as calculated with the Klein-Nishina formula, which provides an accurate prediction of the angular distribution of x-rays and gamma-rays that are incident upon a single electron. Before this formula was derived, the electron cross section had been classically derived by the British physicist and discoverer of the electron, J.J. Thomson. However, scattering experiments showed significant deviations from the results predicted by Thomsons model. The Klein-Nishina formula incorporates the Breit-Dirac recoil factor, R, also known as radiation pressure. The formula also corrects for relativistic quantum mechanics and takes into account the interaction of the spin and magnetic moment of the electron with electromagnetic radiation.Quantum mechanics isa system of mechanics based on quantum theory to provide a consistent explanation of both electromagnetic wave and atomic structure. The applet shows that when a photon of a given energy hits an atom, it is sometimes reflected in a different direction. At the same time, it loses energy to an electron that is ejected from the atom. Theta is the angle between the scattered photon direction and the path of the incident photon. Phi is the angle between the scattered electron direction and the path of the incident photon. Derivation of the scattering formula A photonÃŽÂ ³with wavelengthÃŽÂ »is directed at an electronein an atom, which is at rest. The collision causes the electron to recoil, and a new photonÃŽÂ ³Ãƒ ¢Ã¢â€š ¬Ã‚ ²with wavelengthÃŽÂ »Ãƒ ¢Ã¢â€š ¬Ã‚ ²emerges at angleÃŽÂ ¸. Leteà ¢Ã¢â€š ¬Ã‚ ²denote the electron after the collision. From theconservation of energy, Compton postulated that photons carry momentum;-9-2[3]thus from theconservation of momentum, the momenta of the particles should be related by Assuming the initial momentum of the electron is zero. The photon energies are related to the frequencies by Wherehis thePlanck constant. From therelativistic energy-momentum relation, the electron energies are Along with the conservation of energy, these relations imply that Then From the conservation of momentum, Then by making use of thescalar product, Thus The relation between the frequency and the momentum of a photon ispc=hf, so Now equating 1 and 2, Then dividing both sides by 2hffà ¢Ã¢â€š ¬Ã‚ ²mec, SincefÃŽÂ »=fà ¢Ã¢â€š ¬Ã‚ ²ÃƒÅ½Ã‚ »Ãƒ ¢Ã¢â€š ¬Ã‚ ²=c, Detector characteristics Even large Compton-scatter telescopes have relatively small effective areas. This is because only a small number of the incident gamma-rays actually Compton scatter in the top level. So even if an instrument like COMPTEL has a geometric area of several thousand cm2, the effective area (weighted for the probability of an interaction) is a few tens of cm2. Energy resolution is fairly good for these detectors, typically 5-10% This is limited by uncertainties in the measurements of the energy deposited in each layer. Compton scatter telescopes have wide fields-of-view and can form imageseven though the so-called point spread function (the probability that an event came from a certain area on the sky) is a ring. Applications Compton scattering is of prime importance toradiobiology, as it is the most probable interaction of gamma rays and high energy X rays with atoms in living beings and is applied inradiation therapy.3[4] In material physics, Compton scattering can be used to probe thewave functionof the electrons in matter in the momentum representation. Compton scattering is an important effect ingamma spectroscopywhich gives rise to theCompton edge, as it is possible for the gamma rays to scatter out of the detectors used.Compton suppression is used to detect stray scatter gamma rays to counteract this effect. Inverse Compton scattering Inverse Compton scattering is important inastrophysics. InX-ray astronomy, theaccretion disksurrounding ablack holeis believed to produce a thermal spectrum. The lower energy photons produced from this spectrum are scattered to higher energies by relativistic electrons in the surroundingcorona. This is believed to cause the power law component in the X-ray spectra (0.2-10 keV) of accreting black holes. The effect is also observed when photons from thecosmic microwave backgroundmove through the hot gas surrounding agalaxy cluster. The CMB photons are scattered to higher energies by the electrons in this gas, resulting in theSunyaev-ZelHYPERLINK http://en.wikipedia.org/wiki/Sunyaev-Zeldovich_effectHYPERLINK http://en.wikipedia.org/wiki/Sunyaev-Zeldovich_effectdovich effect. Observations of the Sunyaev-Zeldovich effect provide a nearly redshift-independent means of detecting galaxy clusters. Some synchrotron radiation facilities scatter laser light off the stored electron beam. This Compton backscattering produces high energy photons in the MeV to GeV rangesubsequently used for nuclear physics experiments. Future developments Current research on Compton telescopes is emphasizing ways of tracking the scattered electron. By measuring the direction of the scattered electron in the top level, a complete solution for the incoming trajectory of the cosmic gamma-ray can be found. This would allow Compton telescopes to have more conventional data analysis approaches since the event circle would no longer exist.