Michael schumacher the best ever Essay Example | Topics and Well Written Essays - 1250 words

Michael schumacher the best ever - Essay Example He registered his first win in 1984 becoming a champion in German Junior Kart championship. He repeated the feat again a year after in 1985 and in the same year, he came second in Junior Kart World Championship (Wright, 1997). By this time, it almost became certain that he is going to reach new heights in his racing career in the years ahead. Accordingly, in 1987, he won German Kart Championship and was racing ahead to become a celebrity in Germany. Same year, he participated in European Kart Championship North Zone and stood 2nd; however, same year, he also participated in European Kart Championship Final and came out with flying colors becoming champion beating several known rivals. In 1987, he also participated in South African Grand Prix tournament and came second (Wright, 1997). In 1988, he participated in German Formula Konig Championship and won it with a thumping margin. During the same year, he also participated in European Formula Ford 1600 championship where he lost to Mika Salo taking second position. His racing career was now progressing with a steady note. In 1989, Schumacher participated in German Formula 3 championship where he missed championship to Karl Wendlinger narrowly. In 1990, he again took part in German Formula 3 championship and grabbed the top slot with a wide margin gaining 148 points (Wright, 1997). In 1991, in Belgium he made his Formula 1 debut entry for Jordan. He rode on the Mercedes sports car then exhibiting his driving genius. In the following year, he became a part of the Benetton where he halted Williams’ dominance. He registered first grand prix win in Belgium. The year 1994 was an eventful year for Schumacher when he registered 8 wins in FIA Formula 1 world championship earning 92 points overall. That was also the time when his Benetton team was accused of cheating. His team mate Jos Verstappen got a jolt when a fire broke out in the German Grand Prix and an investigative team found that a filter on the fuel rig was

Understanding the Patient Intake Process Essay Example for Free

Understanding the Patient Intake Process Essay Medical Insurance describes the intake process using a decision tree model (pg. 79, Figure 3.1, Valerius, Bayes, Newby, Blochowiak, 2014). The tree leads administration personnel through a list of questions to determine if the patient is a new patient or an established patient. The first problem with this process is that some of the new patients are patients that have been seen at the practice. If an established patient has an appointment with a new specialist or sub-specialist that patient is registered as a new patient. The problem with this is describing these patients as new patients can lead to multiple patient records and lost data between physicians. If a patient for example, was seen in a large medical office that had several types of specialists and subspecialists creating a new patient chart for each visit to a new doctor or specialist would make it difficult to ensure that all files were updated. This would be particular important for a patient that was under more than one doctors care for more than one problem at a time. In cases where a patient had more than one problem, treatment for problem A could affect the treatment for problem B. It is important for doctors to know a patient’s complete history as well as current care when attempting to treat them. Using a master patient index is the first step to removing the need for duplicate records. In a master patient index a patient is registered the first time they are seen at a practice and given a constant and unique patient identification number. â€Å"Master Patient Index’s ensure that every patient is represented only once, and with constant demographic identification, within all systems of hospital data† (Master Patient Index, 2011). The master patient index as well as the medical records also needs a system to control the circulation of paper files or electronic database. A centralized medical records office would be the best way to control records (Green Bowie, 2011). The medical records office would control  the master patient index, which is never changed, so if a patient is absent from the practice for a number of years and returns their number could be found in the index. The centralized medical records office would also control the circulation of paper records. To release a record, the office would require a requisition for the record. Then records management would remove the record and replace it with an outcard and log the file back in when it was returned (Green Bowie, 2011). In an electronic database system, records management would control entering the demographic data and the administration data as well as scanning any paper records into the electronic records (Green Bowie, 2011). In a practice where patients might see different specialists or subspecialists there are two options for organizing the patient record. The POR system where each new problem would be entered using the SOAP method: subject (problem), objective (observations of condition and test results), assessment (providers evaluation), and plan (the treatment plan) (Green Bowie). The second option would be the SOR system where each source (provider, nurse, x-ray technician, lab technician, etc.), would group their entries together (Green Bowie). Considering Table 3.1in Medical Insurance the SOR system would probably be the best system for this organization. As this practice is used to organizing files specific to providers this system would be the most similar and thus the least confusing to change to. The SOR system would allow each specialist or subspecialist to easily identify ‘their’ section of the patient record as well as easily reference pertinent information. For instance, a new specialist needs to get lab work done to verify a chemical level before prescribing a particular medication. The specialist can easily access the lab technician’s results and see if the right test has been run recently. In a system where each new visit to a different specialist results in a new patient file, this information would be hard to cross reference. Maintaining patient records in a centralized location also allows for better control of medical files. When multiple copies of a patient file are in circulation it becomes increasingly difficult to control the circulation and  creates unnecessary possibilities for HIPPA violations. A Master Patient Index will also increase efficiency and patient care. According to Building a successful enterprise master patient index: a case study: â€Å"there are more overlap patient files than an organization usually perceives; an imprecise and incomplete base of demographic data will multiply the error rate for the enterprise† (Lenson, 1998). The master patient index ensures that patients are given a unique identification number only once, meaning there will never be multiple patient files for one patient. A centralized records management center ensures that there are not duplicate files due to decentralization. References Green, M. A. Bowie, M. J. (2011). Essentials of health information management: Principles and practices (2nd ed.). Clifton Park, NY: Delmar, Cengage Language Lenson, C. M. (1998, August). Building a successful enterprise master patient index: a case study. Topics in health information management, 19(I), 66-71. http://www.ncbi.nlm.nih.gov/pubmed/10181913 Master Patient Index. (2012). In Search Health IT. Retrieved from http://searchhealthit.techtarget.com/definition/master-patient-index-MPI Valerius, J., Bayes, N., Newby, C., Blochowiak, A. (2014). Medical insurance: An integrated claims process approach (6th ed.). Boston, MA: McGraw-Hill. Green, M. A. Bowie, M. J. (2011). Essentials of health information management: Principles and practices (2nd ed.). Clifton Park, NY: Delmar, Cengage Language

Quality of Service (QoS) Requirements for ROIA

Quality of Service (QoS) Requirements for ROIA Real-Time Online Interactive Applications (ROIA), demand very high Quality of Service (QoS) on the underlying network. These demands can vary on run time depending on number of users. However, Traditional networks cannot fulfill dynamic QoS requirements. SDN based networks use Northbound API to provide communication between applications and SDN. For SDN community, creating and standardizing Northbound API is still in progress. In this paper specifications of SDN Northbound API are described that allow ROIA to fulfil dynamic network requirements. ROIA using SDN based networks, Northbound API allows applications to specify their requirements on the network and communicates these requirement to SDN controller. The SDN controller then tries to accommodate requested requirements by reconfiguring the network. The North bound API is divided into two parts a) A base API; which provides generic network control functionalities along with management of QoS requirements and b) An Application lev el API; that targets ROIA developer to specify about achieved QoS demands. This provides a promising dynamic QoS demands for ROIA. The proposed specifications of Northbound API are also analyzed based on different scenarios of ROIA. Large scale or multi domain and multi operators SDN with distributed control plane and multiple controller are easy to manage as each operator wants to manage their own domain according to their own requirements. This paper presents an OpenFlow based end-to-end QoS architecture for distributed control plane architectures. Each controller calculates an optimal QoS based route within its domain and then shares its aggregated information with other domain controllers for secure and scalable inter-domain routing. To support this effect, a network topology aggregation and link summarization methods are also proposed. The main advantage of proposed methods are i) Scalable QoS support; the size of optimization problem depends on boarder nodes rather than total number of nodes and ii) security; the topology aggregation does not completely reveals its network information from one domain to the another domain. To analyze the performance of proposed techniques in terms of quality, cost and memo ry overhead are applied on streaming of layered video. The received quality of video showed that proposed distributed solution works better for large scale networks. Currently, Quality of Service (QoS) requirement over the Internet is a major concern for a business customers. However, present network infrastructure and architecture are inflexible to fulfill increased QoS requirements. SDN well-known technologies OpenFlow, OF-Config (OpenFlow Configuration and Management protocol), and OVSDB (Open vSwitch Database Management protocol) for the Future Internet, enables flexibility by separating the control plane and networking devices. A resilient differentiation framework for OpenFlow networks is implemented and tested for single AS (Autonomous System) and multiple AS scenarios. The results showed that high-priority traffic can get precedence over best-effort traffic even on failure condition. Moreover, the implemented framework is in fact resilient to failures and is able to maintain the desired QoS performance, adapting to the available links and providing the necessary configurations in real-time. In SDN-enable devices, Ternary Content Addressable Memory (TCAM) stores critical hardware rules for high-speed processing of packets. TCAM is an expensive and energy-consuming it cannot be applied to each switch individually. A multiplexing scheme for rule placement is proposed to efficiently use TCMA. Same set of rules are deployed on each node and are applied to the whole session flowing through but with different forwarding paths. Rule placement problem minimizes the space occupation for multiple unicast sessions flowing under some QoS constraints. An optimization problem is also formulated by considering routing engineering (with or without candidate path) and rule placement under both the existing (Without rule multiplexing) and proposed (with rule multiplexing) schemes. Simulations are also performed to show effective use of TCMA resources by using proposed techniques. For a large scale networks with centralized controller, per-flow admission control is a challenge for scalability of OpenFlow enabled switch. Processing each individual flow causes traffic overhead in frequent communications between switches and controller. To solve this problem, a model for QoS provisioning in SDN is proposed that works on admission control with flow aggregation. Flow aggregation combines an individual flow with same forwarding and performance requirement into an aggregate flow, which can be processed as one flow for admission control as well as forwarding decisions. Some analysis techniques are also developed for determining required amount of allocated bandwidth and buffer space at switches to guarantee delay and packet loss performance requirements. Numerical calculations are also provided in the paper that show the effectiveness of proposed techniques. SDN and OpenFlow allows the implementation of traditional networking techniques like routing, load balancing and QoS approaches. QoS of network can be determined by analyzing these factors that how a particular network treats and handles a packet. Packet-switched networks usually cause low through put, packets dropping, jitter latency and many more. In this paper a quality of service mechanism that is to use DiffServ (DSCP) module with common queuing policy is discussed. Floodlight is an Open SDN Controller used by companies such as BigSwitch for faster adoption and network virtualization in SDN. Resource management is the major problem in computer networks and is still not resolved. Unfortunately, with the innovation of technology the network architecture remained in same state for decades. SDN is an emerging paradigm that allows to control entire network behavior through logically centralized software program. This made network management possible through the separation of control plane that controls the network and the physical devices i.e. switches and routers that are used for the routing of traffic. An OpenFlow protocol enables top control layer to communicate with ground data layer. The network operators thus can control the whole network behavior through high level written control programs. Also, centralization of control logic allows to perform complex operations on network e.g. management and control of network resources. With the growing QoS demands of real time applications, SDN allows network programmers to design protocols that ensure required performance. In this thesis, the SDN and OpenFlow is used to manage differentiated network services with high QoS. Initially, an architecture for QoS management and orchestration is defined, that allows to manage the network modularity. Then, an integration between the presented architecture and the paradigm defined by SDN is provided. The designed network architecture offers a stringent and differentiated QoS requirements. The model is then executed using different parameters, depending on the communication protocol, and provided optimal results to be implemented on a network.

Strikes of the 70s and 80s: The Invisible Role of Women Essay

Strikes of the 70's and 80's: The Invisible Role of Women Throughout history women have slowly moved from the role of mother and housewife into the labor force. In the middle of this rise in stature is a relatively unknown set of events that helped women gain the self-respect and individual attitude needed to move up in the work force. Women's participation in strikes during the 1970's and 80's is relatively unknown in U.S. history. Although the women involved in these strikes made a big impact on the strike and its outcome, they go widely unrecognized and uncredited for their roles. This paper will focus on three strikes: the Brookside Coal Strike, the Phelps-Dodge Copper Strike, and the Pittston Coal Strike. Each of these strikes has its own individual history and story, but they have many things in common as well. Most importantly, each strike had women participants who greatly impacted the strike and did a small part to help women move towards a place in the labor force. Each of the three strikes will be examined from the standpoint of five main factors. First, what were the roles of women in the strike? What kind of work were they involved in? Second, what interest did the women have in the strike? Third, what kind of relationship did the union have with the women? Did it impair their efforts or support them? Fourth, how did the women ultimately impact the strike? Were they seen as a positive influence? In addition, were they seen as positive by the media or ignored by them? And lastly, what happened after the strike? Did the women continue their new, politically active roles or did they go back to the lives they lived before the strike? Each of these questions will be addressed for each of the three strikes discussed... ...rt of something much bigger that would eventually lead to women as an integral part of the labor force. Works Cited Aulette, Judy and Mills, Trudy. "Something Old, Something New: Auxiliary Work in the 1983-1986 Copper Strike." Feminist Studies 14.2 (1988): 251-268. Beckwith, Karen. "Collective Identities of Class and Gender: Working-Class Women in the Pittston Coal Strike." Political Psychology 19.1 (1998): 147-167. Birecree, Adrienne M. "The Importance and Implications of Women's Participation in the 1989-90 Pittston Coal Strike." Journal of Economic Issues March 1996: 187-210. Lasky, Marjorie Penn. Women, Work and Protest: A Century of U.S. Women's Labor History. Boston: Routledge & Kegan Paul, 1985. Maggard, Sally Ward. "Women's Participation in the Brookside Coal Strike: Militance, Class, and Gender in Appalachia." Frontiers 3 (1987): 16-21.

Dehavilland Inc Essay

With the current production and upcoming product development and contracts up de Havilland Inc. decided that that the flap shroud and equipment bay door vendor arrangements needed to be reviewed. With no solid contracts in place and the request to review vendors and reduce costs. Creating long term relationships and multiple contracts gives the flexibility de Havilland requires. Issue Identification Immediate Issue Changing vendors for the supply of the flap shrouds and equipment bay doors due to the unwillingness of Dollard reducing their costs by 25%. de Havilland Inc. believes that their could be significant savings in total manufacturing. Some vendors are working without any contracts and any possible savings they could be losing without having contracts in place. The risks of moving to a new vendor are the sustainability of the company for the long term and product durability. Is Marton Enterprises going to be able to keep up with production and provide a quality product. Long term: Vendor relationships de Havilland currently has two major suppliers for the flap shrouds and equipment bay doors. With no firm contracting or relationships in place. A small base of vendors creates closer partnerships. But having one supplier of both products could create problems on the reliability and having one supplier means you rely only on that vendor. De Havilland would be at their mercy if economic and production activities were to come to a halt. Greater ability to renegotiate with the possibility of not having to search for new vendors. Long term: Contract pricing Cost savings on both sides for de Havilland and their customers. Firm, fixed prices would reduce the need for frequent negotiations. Environmental and Root Cause Analysis Root Causes Currently Dollard Plastics of Montreal, Quebec supplies them with the flap shrouds. But parts for the Series 100 were not covered by any contract but the flap shrouds for the Series 300 A were supplied under a contract that would expire in 1993. Currently Lakeside Industries based in Kingston, Ontario supplied all equipment bay doors with no specific contract in place. When Dollard was presented with a request of 25% discount across the board for the flap shrouds because de Havilland believes that Dollard is on the high side. Dollard refused, that then was the basis to put it to competitive bid. Because of the policy that Boeing had implemented and a request was made to reduce costs by 25% and the current supplier Dollard was unwilling to lower their costs on the flap shroud. The purchasing process moved to solicit a number of bids. Since some vendors have contracts and others don’t de Havilland felt they could capture cost savings through more contracts with more vendors and reduce the need for frequent negotiations. Production Issue Moving to Marton Enterprises de Havilland doesn’t know the type of work they do and if they could keep up with production. With Marton providing all parts for the flap shrouds and equipment bay doors the reliability is great on ensuring parts are manufactured on time. How is it that Marton can produce the flaps and doors for significantly less than Dollard? Have Marton create a prototype and verify the material being used. Ensure all tooling is available. Implementing the strategic goal of having several vendors and contracts for long term alliances alleviates the need to go out to bid every year. Relationships are built with the current vendors and competitive pricing is in place. This type of contract is easier to manage and production and financial forecasting is easier to predict. Alternatives and or Options Alternative 1 Keep things as they are for contracts and vendors. Pro: We know the quality of work from Dollard and don’t need to worry about keeping up with production. Reliable. Con: But the unwillingness to cut costs is a concern. Alternative 2 Have many contracts with multiple vendors. Pro: Having many vendors including Marton to choose from gives the flexability de Havilland wants with cost savings, firm pricing and vendor relationships. Huge cost savings compared to the other companies Con: Unsure of quality and if they are reliable to keep up with production. Currently Kevlar is being used and the other choices were nickel, graphite and aluminum. These choices had important implications for tool cost and durability. Recommendations I recommend Alternative 2. There are real cost cutting savings with moving to Marton. By leveraging more than one vendor and contract the flexability will be available for suppling the flap shrouds and equipment bay doors. This will have all vendors working under the same policy Boeing has implemented since taking over deHavilland. Create contracts for vendors not under contract right now.

Exercises and Problems Essay

Trudy Company incurred the following costs. 1. Sales tax on factory machinery purchased $ 5,000 2. Painting of and lettering on truck immediately upon purchase 700 3. Installation and testing of factory machinery 2,000 4. Real estate broker’s commission on land purchased 3,500 5. Insurance premium paid for first year’s insurance on new truck 880 6. Cost of landscaping on property purchased 7,200 7. Cost of paving parking lot for new building constructed 17,900 8. Cost of clearing, draining, and filling land 13,300 9. Architect’s fees on self-constructed building 10,000 Items of property, plant and equipment should be initially recorded at cost. Costs include all costs in which are necessary to assure the assets are in working condition for their intended use. This includes original purchase prices along with costs of site preparations, delivery, handling, installation, professional fees included for architects and engineers with estimations for dismantling and removing these assets for restoration of original site. Knowing managements intended use comes in very handy and is extremely important when applying this cost principle. Cost principle assets are to be recorded at cost this equals the value which was reciprocated at the time of the attainment. Assets in the United States like land and buildings appreciate in value over a given period of time these items do not get revalued for future financial reporting. Shipping costs form part of the asset costs, however; the cost of accidental insurance or any type of insurance during the later periods ar e recurring expenses which benefit and is not received for short term, less than a year therefore; it does not get included within the costs of assets. References: Weygandt, J. J., Kimmel, P. D., & Kieso, D. E. (2010). Financial accounting (7th ed.). Hoboken, NJ: John Wiley & Sons.