This coursework assignment is to investigate resistance Essay Example for Free

This coursework assignment is to investigate resistance Essay To investigate it, we must first understand it. What is it? Where does it come from? The most fundamental basis to understanding resistance is to know about current. Electric current is a flow of electric charges. Like water in a heating system, the charged particles are already in the conductors. Most electrons in a conductor (e. g. copper) are held tightly to their atoms, but each atom in a conductor has a couple of electrons that are loosely held. Since the electrons are negatively charged, an atom that loses an electron is left with a positive charge (since the protons remain), and is called an ion. This means that copper (and all similar conductors) consist of a lattice of ions surrounded by free electrons. The ions can only vibrate in their current state, but the electrons can move randomly throughout the lattice. All metals (conductors) are made this way. When a battery is attached to a metal, the free electrons are repelled by the negative terminal and attracted by the positive one. They still move randomly, but they all move slowly in the same direction with a steady drift velocity. This is a flow of charge, an electric current. Current is measured in Amps (I). A simple circuit through a conductor looks like this: The greater the resistance of a component, the harder it is for charge to flow through it. In a conductor with a higher resistance, the electrons have more collisions with the ions than if they were flowing through a conductor with lower resistance. If there is a potential difference (Voltage, V) across a conductor, a current (Amps, I) goes through it. But when you apply the same potential difference across different conductors, the currents are different. For example, if we put a potential difference of 230V across a kettle and toaster, the current in the kettle is 10A, whereas the current in the toaster is only 5A. The current is smaller in the toaster so it must have a higher resistance. Resistance is measured in ohms (? ) and has this definition: The resistance of a conductor is the ratio of potential difference applied across it, to the current passing through it So the formula for resistance is: Resistance, R = Potential difference across the conductor, V (volts) (? ) Current through the conductor, I (amps) or R = V or V = I R I As the potential difference doubles, so does the current. This means the resistance of a wire is constant. This rule was discovered by Georg Ohm and is true for all metals at a constant temperature. As long as a metal is kept at a constant temperature, the current through a conductor is directly proportional to the potential difference across it This is ohms law, and it can help us to get good results. There are a number of factors affecting how much resistance a conductor has. They are these: Type of material Different conductors have different levels of resistivity. E. g. Copper has a much lower resistance than nichrome.   Length A short wire has less resistance than a long one. The free electrons have to travel a farther distance in the long wire, passing between more ions. This increases the chances of an electron hitting one, therefore there are more collisions, thus a higher resistance.   Cross-sectional area A thin wire has more resistance than a thick one. This is simple due to the fact that more electrons can flow through a thicker wire, similar to the way more water can pass through a wider pipe. Temperature In metals, a hot wire has more resistance than a cold one. This is because, as a metal heats up, the ions vibrate more. This increases the chance of them colliding with electrons, thus there is a higher resistance. The resistance of a wire at constant temperature depends on its dimensions, and the material from which it is made. Every material has a property called its resistivity (p). It is measured in ohm metres (? m). The higher the resistivity, the harder it is to charge flow through the material. Conductors have low resistivities and insulators have very high ones. If we know the resistivity, the cross-sectional area and the length of a sample material, we can calculate its resistance thus: Resistance, R = Resistivity, p (? m) x length, l (m) or R = p l (? ) Cross-sectional area, A (m2) A So now that we understand what resistance what are we going to do with it? Why an experiment of course! Im going to be investigating how the length of a wire affects the resistance. I will try passing the same voltage through different lengths of the same wire and see how length affects the resistivity. Prediction I predict that the longer the wire is, the higher the resistance.

Deaf :: Personal Narrative Writing

Deaf The fresh wound didn’t seem like it would be such a problem until I saw the blood trickling out. Sure, when I had cut my self by grabbing a piece of saw palmetto, I felt my skin ripping and quickly retracted my right hand. However, my want for adventure to explore the tree island overcame the small bit of pain I felt. An adrenaline rush helped me overcome all of the annoyances pushing through the dense brim of the island, like palmetto leaves and spider webs, as well as the myriad of other obstacles upon finally penetrating. First there was the ground that wasn’t as firm as I thought it was; my right sneaker falling victim to the deceptive scattered branches that littered the floor, probably only inches thick, allowing water to creep in and wet my sock. Then there were the dead branches that I tried to use as a bridge to avoid this, which snapped under my overbearing 150 pounds. And of course every branch was connected to the last by a series of intricate spider webs; every one I ducked to get under just happened to have a neighbor right underneath. The list goes on. But the small wound where the palm of my hand met my thumb didn’t seem like it would be a big deal until I was back in the boat. I didn’t realize that it would trigger such intense emotions and drag me so deep into a pit of despair. Sitting there, about to row towards the professors, a bead of sweat dripped into the wound. Not only did I realize that this tiny cut would be a bother until it scabbed, but the pain of a half a day’s rowing suddenly caught up. Then I realized that the â€Å"adventure† of walking through the tree island had felt more like a difficult mission than the fun time I had expected. This got me really upset. Here I thought I was doing so well, because I had canoed various times before, and I had walked through equally difficult vegetation. So why was I so upset? Why was I so damaged, and in so much pain? I wanted to scream! Instead I let out my frustrations on the mosquitoes, swatting them away while my canoe partner fought his way back into the canoe. Deaf :: Personal Narrative Writing Deaf The fresh wound didn’t seem like it would be such a problem until I saw the blood trickling out. Sure, when I had cut my self by grabbing a piece of saw palmetto, I felt my skin ripping and quickly retracted my right hand. However, my want for adventure to explore the tree island overcame the small bit of pain I felt. An adrenaline rush helped me overcome all of the annoyances pushing through the dense brim of the island, like palmetto leaves and spider webs, as well as the myriad of other obstacles upon finally penetrating. First there was the ground that wasn’t as firm as I thought it was; my right sneaker falling victim to the deceptive scattered branches that littered the floor, probably only inches thick, allowing water to creep in and wet my sock. Then there were the dead branches that I tried to use as a bridge to avoid this, which snapped under my overbearing 150 pounds. And of course every branch was connected to the last by a series of intricate spider webs; every one I ducked to get under just happened to have a neighbor right underneath. The list goes on. But the small wound where the palm of my hand met my thumb didn’t seem like it would be a big deal until I was back in the boat. I didn’t realize that it would trigger such intense emotions and drag me so deep into a pit of despair. Sitting there, about to row towards the professors, a bead of sweat dripped into the wound. Not only did I realize that this tiny cut would be a bother until it scabbed, but the pain of a half a day’s rowing suddenly caught up. Then I realized that the â€Å"adventure† of walking through the tree island had felt more like a difficult mission than the fun time I had expected. This got me really upset. Here I thought I was doing so well, because I had canoed various times before, and I had walked through equally difficult vegetation. So why was I so upset? Why was I so damaged, and in so much pain? I wanted to scream! Instead I let out my frustrations on the mosquitoes, swatting them away while my canoe partner fought his way back into the canoe.

What Has Science Done For Your Life Lately?

Plenty. If you think science doesn't matter much to you, think again. Science affects us all, every day of the year, from the moment we wake up, all day long, and through the night. Your digital alarm clock, the weather report, the asphalt you drive on, the bus you ride in, your decision to eat a baked potato instead of fries, your cell phone, the antibiotics that treat your sore throat, the clean water that comes from your faucet, and the light that you turn off at the end of the day have all been brought to you courtesy of science. The modern world would not be modern at all without the understandings and technology enabled by science. To make it clear how deeply science is interwoven with our lives, just try imagining a day without scientific progress. Just for starters, without modern science, there would be:Ð ¢o way to use electricity. From Ben Franklin's studies of static and lightning in the 1700s, to Alessandro Volta's first battery, to the key discovery of the relationship between electricity and magnetism, science has steadily built up our understanding of electricity, which today carries our voices over telephone lines, brings entertainment to our televisions, and keeps the lights on.No plastic. The first completely synthetic plastic was made by a chemist in the early 1900s, and since then, chemistry has developed a wide variety of plastics suited for all sorts of jobs, from blocking bullets to making slicker dental floss.No modern agriculture. Science has transformed the way we eat today. In the 1940s, biologists began developing high-yield varieties of corn, wheat, and rice, which, when paired with new fertilizers and pesticides developed by chemists, dramatically increased the amount of food that could be harvested from a single field, ushering in the Green Revolution. These science-based technologies triggered striking changes in agriculture, massively increasing the amount of food available to feed the world and simultaneously transforming the economic structure of agricultural practices.No modern medicine. In the late 1700s, Edward Jenner first convincingly showed that vaccination worked. In the 1800s, scientists and doctors established the theory that many diseases are caused by germs. And in the 1920s, a biologist discovered the first antibiotic. From the eradication of smallpox, to the prevention of nutritional deficiencies, to successful treatments for once deadly infections, the impact of modern medicine on global health has been powerful. In fact, without science, many people alive today would have instead died of diseases that are now easily treated.Scientific knowledge can improve the quality of life at many different levels — from the routine workings of our everyday lives to global issues. Science informs public policy and personal decisions on energy, conservation, agriculture, health, transportation, communication, defense, economics, leisure, and exploration. It's almost impossible to overstate how ma ny aspects of modern life are impacted by scientific knowledge. Here we'll discuss just a few of these examples. You can investigate:Fueling technologyMaking strides in medicineGetting personalShaping society

Information Systems Case Study

Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies J. G. Thoburn Coventry University, UK S. Arunachalam Coventry University, UK A. Gunasekaran University of Massachusetts, North Dartmouth, Massachusetts, USA Keywords Information systems, Agile production, Small-to-medium-sized enterprises Introduction Today, manufacturing organisations are increasingly required to be highly optimised.Abstract The ability to respond swiftly and effectively The necessity of maintaining optito produce new products and services has mal operations and becoming an agile and responsive enterprise is become not so much a method of gaining competitive advantage, but more a means of becoming increasingly important to survive in the global market. survival. Many companies have seen the need Consequently, all resources in the to adopt a whole range of practices that reduce companies need to be effectively inputs and waste, and allow greater responmarshalled.Tradit ionally SMEs siveness to customer needs and the markethave concentrated on the 4Ms  ± money, materials, machine and place. In reaction to changing requirements manpower but have often neand conditions, manufacturing paradigms glected the effective management continue to be defined. It is possible to identify of information, which many authors suggest is at the heart of two trends: those addressing predominantly any agile organisation.The effect the relationships required in local and global is inadequate or fragmented infor- trading environments such as that described mation systems (IS) that do not by Porter (1996) and those systems focusing on address the demands of operational or the wider strategic needs organisational structures within an enterof the company. The study reprise such as business process re-engineering ported here examines the diversi(Hammer and Champy, 1993).Arguably, the ties of problems that occur in agile manufacturing paradigm combines both. three different companies and, Changes in information technology and compares their systems to the communications in the last two decades have ideals of agile manufacturing. further shifted the balance towards the customer. There has been a huge growth in the number of computers in use, putting huge power on the desktop, at ever-decreasing hardware cost.The arrival of the Internet and the expansion of the free market in telecommunications present the option of simple and low cost communication. Now it has become easy for all players in the supply chain, or even individual consumers, to measure specification, price and supply performance against their needs. They can purchase goods that precisely meet their requirements from anywhere in the world, bypassing any perceived shortcomings of their local marketplace.In response to the need for agility or the requirements to link different parts of the International Journal of Agile organisation or elements of a supply chain Management Systems 1/2 [1999] 116 ±126 effectively, systems are emerging that may # MCB University Press fundamentally change the organisation of [ISSN 1465-4652] manufacturing. In order that they might [ 116 ] achieve this, companies must clearly understand and organise their information resources at the earliest possible stage in their development.It is clear that only those enterprises that are able to respond to market demands with minimum delay will survive. Kidd (1996) argues: The agility that arises can be used for competitive advantage, by being able to respond rapidly to changes occurring in the market environment and through the ability to use and exploit a fundamental resource, knowledge. People need to be brought together, in dynamic teams formed around clearly defined market opportunities, so that it becomes possible to level one another's knowledge. Through this process is sought the transformation of knowledge into new products and services.High reaction flexibility will be no more than a qualif ier in the future, just as high quality is today. This flexibility cannot be realised by high-tech equipment alone. Human creativity and organisational ability, if necessary supported by advanced computer based tools, will be the basis for survival and success strategies. This paper describes studies over a period of 15 months, of three companies, and analyses how far they are away from possessing the ability to become agile, by examining the areas that were dysfunctional.It explores the importance of information management and appraises information systems in place in these companies. It discusses the need for a more structured and holistic approach to transferring information in its various forms to the different areas of an organisation, aiming to give optimal access to information while eliminating wasteful duplication as well as generating and testing new knowledge about the firm's changing requirements. Information defined The term information is widely and often inaccurately used. Many authors agree that J. G. Thoburn, S. Arunachalam and A.Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 there are three elemental types: data, information and knowledge. However, this paper argues that there is a fourth, intelligence, which is distinct from the others. All but data require an understanding of the socially defined context  ± where the information, knowledge and intelligence came from, the assumptions surrounding them, and their importance and limitations. Each of them may be defined as follows: .Data: a series of observations, measurements or facts. . Information: information is data organised into meaningful patterns by means of the application of knowledge. The act of organising data into information can itself generate knowledge, when a person reads, understands, interprets and applies the information in a specific wor k situation. . Knowledge: the intellectual capital resident within an organisation. The facts, experiences or competencies known by a person or group of people, or held within an organisation, gained by individual or shared experiences, training or education. Intelligence: what a company needs to know about its competitive, economic, technical and industry environment to enable it to anticipate change and formulate strategies to best provide for the needs of the marketplace and its specific customers. Yet many aspects of a company's IS are based, not around formal or technology based solutions, but rather on informal or human oriented systems. Mintzberg (1997) examined a wide range of managerial work, predominantly in large organisations. He reported that managers, while 40 percent of their time was devoted to gaining and sharing information, usually used informal systems centred on people.Nevertheless, he concluded that: the job of managing is fundamentally one of processing inform ation. that managing a company was essentially a matter of control. However, this implies a rigidity of framework and formality that does not fit well with today's organisation, and certainly does not promote agility. Flatter, less hierarchical business systems localise control and make it difficult for management to achieve enterprise-wide regulation. Smith (1984) however, believed that the vitality of living systems was not a matter of control, but rather of dynamic connectedness.Veryard (1994) argues that: systems are a dynamic interplay between adaptation and non-adaptation. This is precisely what is required in agile organisations, where there remains the need for stability and accountability, in an environment of necessary and perhaps rapid change. Dynamic connectedness in an agile organisation is provided by the flows of formal and informal information. Veryard further suggests that: the future belongs to symbiosis  ± external integration in pursuit of common business aims. The authors' research and experience shows that informal systems are equally important in every part of the organisation.This appears to be especially true in smaller organisations, where they have less developed formal systems, or formal systems are not performing optimally. In order to better understand and integrate the IS, the vital role of informal systems must be taken into account. The need for information systems in SMEs to successfully communicate and control For the better part of this century, classical management writers such as Henri Fayol (1949) and Gulick and Urwick (1937) taught This is evidenced in those extended enterprises now reported to be emerging.If this biological view is pursued, it can be seen that biological organisms, especially human ones, achieve precisely the continuous adaptation that is described in the agile paradigm. The most successful individuals are able to blend information from their external environment, with knowledge of their own capabilit ies, using formal and informal systems, whilst retaining information and knowledge in memory. There is constant building and retention of knowledge, with competencies taught by example as well as by the formal methods to be found in education and training.Concurrently, many of the control and co-ordination systems, even those learned, become largely autonomic, permitting more effective processing of environmental and circumstantial changes. Such systems may be clearly observed at work in individuals when they are, for example, driving a vehicle. Failure to function effectively in those circumstances leads to severe consequences. Also, by combining with other individuals, capabilities may be extended to be far more than the sum of the parts.Accordingly, biological systems may provide useful models for what may be expected to occur in manufacturing organisations of the future. With biological organisms, the need for adaptive ISs is most profound in growth and early learning stages, or in times of a significantly changing environment. Failure to adapt and learn from conditions [ 117 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 ay lead to survival difficulties. Similarly, small or growing companies, or those adapting to rapidly changing market conditions will require a dynamically linked IS that binds together all parts of the enterprise, and allows it to adapt to its external environment. This may be very different to the rather rigid systems of the past, operating on pre-defined rules and algorithms. Yet it must be within the reach of the smallest company functioning at low resource levels, which may well preclude expensive and complex IT based systems.Information management differences between large companies and SMEs The EC and the UK Government's Department of Trade and Industry have identified SMEs as critical to future economic growth and job creation within the European Union. They form large and important sectors in most industrialised countries, especially in Europe and the USA. Yet significant differences exist between the management of SMEs and larger companies, where much of the research in this field is concentrated.Just as a small fishing boat and a passenger liner may share the same ocean, so SMEs share the global trading environment with large organisations, and are no less susceptible to environmental effects. Indeed it may be argued that just like the smaller vessel, they are much less able to ride out the storms of uncertainty and rapid change, because of their lower resource base. As a result, they must be more, not less vigilant and adaptive than their larger counterparts, with intelligence systems able to influence their strategy and knowledge base much quicker.The Society of Practitioners of Insolvency in the UK concluded (SPI, 1998) from thei r 1998 survey that many companies, mostly SMEs, fail from lack of information  ± with loss of market being the single most important factor. Case studies Research took place in three companies over a period of three months with Company A, and more than six months each for Companies B and C, when one of the authors was in daily attendance. The companies were self-selected for study. Full access was allowed to every part of the business, its operations, management and financial systems, and to all employees.Research took the form of observation, participatory ethnographic and action research. Questioning of employees used unstructured or semi-structured interviews. [ 118 ] Company A was part of a large international group, operating in a number of countries and in every major geographical area in the world, with a group turnover at the time of the study around ? 1 billion. The group consisted in total of eleven divisions each producing a different product. The division studied was l ocated in France, and had approximately 200 employees. The company has been established a number of years and operates under an ISO 002 based system, as well as a number of other quality assurance regimes. The organisation manufactured a variety of special, large-scale products for the oil field, nuclear and defences industries worldwide. These complex products were produced individually to specific customer requirements. Lead times on nuclear products ranged from one to two years, and for the others, from six to 12 months. The products were manufactured as individual one-off specials, in a job-shop operation. The company was divided into seven departments, three by product sector, and the remainder by function.One of the latter was the information technology department. Unlike other departments, although it had a functioning office in the French division it was not a part of the local company; IT was attached directly to the parent company in Germany. Its responsibilities encompass ed the development and operation of the main computer and software systems used on the site for production management, purchasing, sales, production costing, and time and attendance systems. The department had additional responsibilities for networks and PCs which variously ran under MsDOS, Windows and Macintosh formats.Where information transfer took place between departments, it was almost entirely carried out manually, transferring information to paper, and then manually transferring it to the next system. No section used the same nomenclature or data dictionary for parts and components. The organisational design was partly hierarchical and partly a matrix structure, and used a predominantly formal communications network. There were a substantial number of formal and informal meetings, through which much of the departmental and inter-departmental co-ordination was attempted.All formal systems describing the company's operation and administration were well documented. Each departm ent, though relatively autonomous, seemed to be run with apparent efficiency. The operations and production management elements were especially highly developed, Company A J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 and had been subjected to repeated internal scrutiny as well as by local universities.Despite this, the company experienced considerable difficulties in meeting quoted leadtimes. Those lead-times were already longer than their major competitors, and the company was also losing price-competitiveness. As much as 50 percent over-run on lead times was common, and substantial underachievement of possible turnover, and erosion of market share resulted. Otherwise the company and its products enjoyed a long-standing high reputation, though the managers believed that without this, considerably greater eros ion of market would have occurred.Their major competitors, predominantly Japanese and American, through price, technical improvements, and a significantly better responsiveness and delivery performance, were nevertheless making increasing gains at the company's expense. The company was a self-contained profit centre, a division of a larger group that trades throughout the UK. There were approximately 25 employees on the site, though there were wide fluctuations in the total due to a self-imposed seasonality in turnover. Certain support services such as accounting and human resources management were provided from the central holding company.Otherwise the company was responsible for all aspects of its operations. The company was engaged in metal finishing to the engineering industry and as a first tier supplier to several Original Equipment Manufacturers (OEMs). It had two production lines and operated under an ISO 9002 system. The formal IS of the company revolved around the sales or der processing (SOP) system operated from group headquarters and accessed remotely over a fixed link. SOP formed part of a non-standard accounting system, originally written for another group company operating in a non-manufacturing sector.The system itself was user unfriendly and slow, and no intuitive use was possible. At the start of the study only one person, the production supervisor, had any training in SOP. However, that training gave even him only limited knowledge of the system. Cryptic codes and generic descriptions entered by him into SOP made it impossible for others to distinguish between one product and another, and the division could not operate in his absence. Product and process knowledge was almost wholly vested in the production supervisor's head.There was no formal planning or production scheduling system, and no collection system for information concerning production times and material usage. Inter- Company B nal and external rejects were not generally noted or analysed. The company had three stand-alone personal computers, two of them extremely outdated. The central management-accountant exercised the most stringent control, and the company was expected to make bottom-line operating profits each month. The whole operational objectives became focused only upon this, and ignored other fundamentals.To reduce costs, â€Å"non-essential† spending such as machine maintenance, health and safety, training, housekeeping and sales were ruthlessly cut. Those â€Å"savings† often represented all of the profits made by the division. The lack of an IS significantly increased the time spent preparing reports, reduced their accuracy and eroded local management time. At the start of the study, new management was installed in the company. Several initiatives aimed at improving operating performance were considered. The absence of any suitable or appropriate IS soon emerged.In some cases, lack of coherent historical information prevented the j ustification of proposed initiatives, while the effectiveness of others could not be judged within the imposed monthly timescale. Machine and process measurement systems were designed and put into place. They quickly showed that processes were incapable. Similarly, measures of rejects and returns showed that external rejects were in excess of 30 percent while internal rejects were almost 60 percent. An analysis indicated the causes of the problems, and allowed them to be addressed.Reject rates fell to less than 1 percent within a few weeks. However the centre continued to rigorously apply the accountant's previous control measures. A monthly operating profit remained a continuous and absolute requirement even though large backlogs of rejects, and uncoated, badly corroded customer parts required processing, and machines needed to be brought to reliable operating condition. Consequently, employee training was vetoed, and workforce stabilisation measures overturned. In a climate previo usly dominated by dismissals and redundancy, the workforce actively delayed the implementation of an IS.After some time, substantial employee involvement began to overcome this barrier, and they became enthusiastic participants in data collection and process improvement. Customer confidence began to return and the customer base marginally improved. However, the new IS also begun to uncover previous managerial shortcomings, especially at group level. In response, draconian short-term financial measures were applied [ 119 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 rom the centre, and initiatives overruled. The workforce was further reduced, and training programmes cancelled. Workforce morale and customer confidence fell sharply. The division has now closed. Company C was a private limited company, whose dire ctors were its owner-managers. There were approximately 60 employees, with recruitment rising because of rapid growth and expansion. The company was in its third year of trading. The company operated under a newly introduced ISO 9002 based system. The company had two product lines. The first produced simple, low volume components for the automotive sector.The second built components for the machine tool industry. The operations involved in both of these activities were largely manual. The second group of products were much more complex  ± many containing more than one thousand sub-components. A number of variants of each were produced, and all work was carried out by hand. Much of the information within the company was held on personal computers. The internal system was networked into three sections; operations management (OM), purchasing and administration. OM includes quality assurance and control (QA), and a computer aided design (CAD) station.Each section was independent of th e others. Employees were inadequately trained in the use of software and frequent problems arose through their lack of understanding of the packages in use. There was considerable duplication of data entry, with employees in each of the sections entering and extracting information in an unstructured manner. Where information transfer took place between sections, it was almost entirely carried out manually, transferring information to paper, and then manually transferring it to the next system. No section used the same nomenclature or data dictionary for parts and components.Manufacturers' references and descriptions were entered in a casual and unstructured way, making cross-referencing impossible. The data structure of each system was entirely different, and there were further large differences even within systems. CAD and QA were not integrated into the OM system. Consequently, internal systems were largely unsynchronised. As they grew in size, so the problems that they created we re progressively magnified. Build and wiring order was an important factor, particularly in the case of control cabinets. It could significantly affect productivity, quality and finished appearance.Company C Consequently, the order and format of cutting and build lists were central to production aims. Despite this, methods of list production failed to recognise this. It was difficult to derive build-order from examination of design information alone. Product variants caused additional difficulties and required translation by unskilled production operatives. As a result, operatives frequently transferred build instructions onto handwritten sheets and maintained unofficial work instruction systems. There was no formal method of transferring or retaining their build-order knowledge.Comparative attributes, and a summary of the most significant problems arising from the collection and use of information, knowledge and data for each of the three companies are shown in Table I. Identified success factors/ dysfunctional areas In order to more accurately compare and analyse the areas of dysfunction in each of the companies it is necessary to use an objective measure. Bailey and Pearson (1983) have produced one of the most definitive and widely used lists of factors that identify the success factors in ISs. Li (1997) added a further seven factors.These 46 elements have been used to form a matrix, shown in Table II, against which the ISs of the case study companies can be compared. However we have made minor modifications to some of the original criteria to widen references from a computer based information system (CBIS) to simply information system (IS). A hash (#) is shown in the description in these cases. A seven-point scale has been used to describe the degree of success or dysfunction of the IS when first observed. The scale used is as follows: 0 Not applicable 1 Significantly unsuccessful or dysfunctional 2Moderately unsuccessful or dysfunctional 3 Broadly neutral  ± neither successful nor unsuccessful 4 Moderately successful 5 Significantly successful X No information available. Discussion and analysis The companies studied were self-selected, with the only common factor being that they were experiencing operational difficulties which extended to their trading environment in one form or another. There was nothing to suggest that they were other than typical of [ 120 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studiesInternational Journal of Agile Management Systems 1/2 [1999] 116 ±126 Table I Company attributes Company B UK Manufacturing General engineering Throughout UK Yes Yes 25 Very high Low ? 170k ? 40 million Low Hierarchical High Very low Central Mixed, central file server, local PCs High Low Very low Yes No Very low Manual Management accountant Very high Yes Medium High Very Low Yes Yes Low Directors High Yes Company C UK Manufactu ring Automotive/machine tools English Midlands No N/A 60 Fairly high Low ? 1. 8 million ? 1. million Both high and low Team based Low Medium Local owner/directors Local PCs Characteristic Company A Country of operation Type of company Sales sector Sales area Part of a group High degree of central control Approximate number of employees on site Employee turnover rate General level of employee skills Approximate site sales turnover Approximate group sales turnover Product complexity Organisational structure Organisational formality Degree of manufacturing sophistication Origin of principal control Type of information systemDegree of manual systems Degree of computerisation Degree of IS training Islands of information Local networking Degree of IS integration Transfer between systems Provider of IT support Informal information systems External audit systems (e. g. ISO 9002) France Manufacturing Nuclear engineering/oil and gas production Worldwide Yes No 180 Low Very high ? 12 million ? 900 million High Hierarchical/matrix High Very high Local Mixed, central mainframe (financial), local mainframe and PCs Low High Medium Yes Some Low Manual IT department Medium Yes 121 ] (continued) J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 [ 122 ] Table I Company B . . . . . . . Characteristic Company A Company C Principal symptoms . . . . . . . Poor lead time performance Higher prices than competitors Loss of market share Serious loss of available turnover through lower throughput times . .Poor quality performance Poor lead time performance Extremely small customer base offering low value work Low profitability High degree of seasonality Poor quality performance Poor lead time performance Poor cash flow Frequent stoppages due to material shortages High degree of duplication and wasted effort Principal ca uses . . . . . . . . . . . . . . . . . Failures in communication in verbal systems  ± formal and informal Need to manually transfer data between separate IT systems leading to delays and inaccuracy Poor communication with suppliers and failure to keep adequate ata on vendor performance Lack of unified IT and IS strategy . . . . . . . . Lack of any formal operations management and scheduling system Failure to keep manufacturing performance records Control using inappropriate measurements Failure to monitor customers' records and address reasons for erosion of customer base Failure to understand market conditions Failure to understand employment market Self-imposed seasonality High staff turnover and absenteeim Constant loss of skills and competencies Lack of skills sharing Poor training Inappropriate SOP systemInformation systems unable to cope with rates of growth Unstructured data gathering Inappropriate transfer of information to factory floor leading to proliferation of informa l systems Failure to feed back information and knowledge from production Failure to understand employment market Limited knowledge base and deliberate limiting of skills base Lack of understanding of quality failures Lack of appropriate IT training Inappropriate IT systems Ad-hoc IT systems leading to Lack of unified IT and IS strategyJ. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 Table II Success factors and dysfunctional areas Factor no. 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Description factor Top management involvement Competition between computer based information system (CBIS) and non-CBIS units Allocation priorities for IS resources (#) Chargeback method of payment for services Relationship between users and the CBIS s taff Communications between users and the CBIS staff Technical competence of the CBIS staff Attitude of the CBIS staff Scheduling of CBIS products and services Time required for systems development Processing of requests for system changes Vendor's maintenance support Response/turnaround time Means of input/output with CBIS centre Convenience of access Accuracy of output Timeliness of output Precision of output Reliability of output Currency of output Completeness of output Format of output Features of computer language used Volume of output Realisation of user requirements Correction of errors Security of data and models Documentation of systems and procedures User's expectation of computer-based support User's understanding of the systems Perceived utility (worth vs. ost) User's confidence in the systems User's participation Personal control over the IS (#) Training provided to users Job effects of computer-based support Organisational position of the IS unit (#) Flexibility of th e systems Integration of the systems User's attitude toward the IS (#) Clarity of output Instructiveness of output Support of productivity tools Productivity improved by the IS (#) Efficiency of the systems Effectiveness of the systems A 3 2 3 X 4 4 4 3 3 3 2 X 4 4 4 3 2 3 3 2 4 4 4 2 4 4 4 5 4 4 4 4 4 4 4 4 4 2 2 4 4 4 4 4 3 3 Company B 1 1 1 2 1 1 2 1 1 1 1 1 1 3 2 1 1 1 2 1 1 1 1 2 1 1 3 1 1 1 1 2 1 1 1 1 4 1 1 1 2 2 1 1 1 1 C 2 3 2 0 4 2 2 2 2 2 3 1 2 3 4 2 2 2 2 2 2 2 3 2 2 2 1 2 4 2 3 3 4 4 1 2 5 4 2 4 3 3 2 2 2 2 companies of their size or sector. The studies aimed to determine the extent of use of ISs, report effectiveness and what contribution, if any, their systems had to the areas of dysfunction. They were intended to be preliminary studies from which initial conclusions could be drawn, with reference to published work. By spending a considerable amount of time in each company, and becoming involved with various aspects of their operations, and interacting with employees at all levels in each company, there is a high level of confidence that the systems observed were unaffected by short term experimental bias.Company A, with the highest turnover and backed by a large multi-national parent company was the most resource rich [ 123 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 company. It possessed a highly sophisticated and well-designed production and operations management system, backed by logistics, quality and design departments each equally efficient in their own right. The IS appears from Table II to perform reasonably well. Yet consistently it was unable to meet promised lead times, often by a substantial margin.It was found that the purchasing department was at the centre of many of the problems, with poor communication with suppliers, and adversarial purchasing based p rincipally on price. The consequence was many late deliveries and variable quality. Yet the true cause of the problems was not discovered to be there. The principal means of information transfer between different sections of the company's IT system was manual. Because of incompatible systems, even at PC level, where both Apple and MsDOS based systems were employed, communication was impossible. Each department's system had grown on an ad hoc basis to fulfil its own needs, without reference to others. Each data transfer took place using printed information, usually in the form of schedules, which was translated, then re-entered manually.There were often delays, some considerable, while this process took place. Subtle yet cumulative changes of data and information took place because of translation errors. This had the effect of de-synchronising the whole system. But the most significant effects on leadtime were not to be found in the IT system, but rather in verbal communication syste ms. A large number of formal and informal meetings were held to exchange information often in response to increasing delays against the planned schedule. In response to pressure, the spokespersons from individual departments often gave incorrect answers, sometimes inadvertently because of the cumulative errors or delays in information transfer.Other times, errors were deliberate, where attempts were apparently made to save face, or under pressure from a senior manager or colleagues, to agree to plans that they knew to be unrealistic. Different participants often repeated this process in turn during a meeting. Accordingly, this information was recorded and became crystallised into the formal system with the result that delays were progressively magnified. Thus it was lack of true dynamic connectedness of the system that created the problems that led to continual poor lead-time performance. In contrast, the IS in Company B was not only seriously deficient and absent in many places, bu t was dysfunctional in every area where it did exist. IT systems were limited, unfriendly and uncoordinated, with training and documentation absent.In the wider system information, and particularly feedback, was deliberately withheld, and knowledge generation stifled in response to the corporate culture. The annual haemorrhage of accumulated skills combined with the lack of training and poor human resources policies substantially added to the problem. Inappropriate measurement and control of the feedback systems that did exist reinforced this culture, and the problems that were occurring. Because of poor management techniques, both internal and external intelligence was ignored for considerable periods of time. At the times attention was placed upon this aspect, the system was incapable of multiple focus, and one set of problems was replaced with another.The response of senior group managers was particularly interesting. As IS was put in place or repaired, long-accumulated problems began to emerge which pointed to previous management failures. Their immediate response was to try to dismantle newly implanted systems, and halt knowledge generation and dissemination, and return to the previous culture. Once they took these steps, failure was inevitable. In Company C, the problems were quite different. There was a clear belief in the ability of computers to solve problems by their mere presence. Yet the growth and structure in their IS was wholly unplanned and uncoordinated, and was incapable of supporting the rapid growth of the organisation.There was substantial redundancy and duplication of software systems, and poor understanding of their capabilities that led to the disablement of important reporting and control facilities. Poor system management and training allowed proliferation of duplicated files, and it was often difficult to determine the correct version of any instruction. As a consequence, a considerably higher level of employee time was expended than necessary, substantially increasing costs. Poor data gathering, knowledge management and information generation techniques exacerbated these problems, and informal systems proliferated. Yet simple trial measures to return acquired manufacturing process and merge formal and informal systems, improved quality, productivity and worker-satisfaction.Information systems in an agile company should contribute to responsiveness as well as to overall corporate and organisational aims (Burgess, 1994; Goldman and Nagel, 1993; Kidd, 1994). There are a number of broadly accepted principles of the agilemanufacturing paradigm that provide the [ 124 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 basis for a rapid and flexible response to changing trading conditions. That is to say there is emphasis on strategies (Goldman et a l. , 1995), technologies, systems (Cho et al. , 1996; Gillenwater et al. , 1995) and people (Goldman et al. , 1995; Kidd, 1994).In many cases, many authors have placed great emphasis on the technological capabilities of the organisation (Adamides, 1996; Medhat and Rook, 1997; Merat et al. , 1997). Such resources may not be available to smaller companies. Does this necessarily mean that small companies may not be agile. This would be directly contradictory to the long held view that the strength of smaller companies is their inherent flexibility and responsiveness. Nevertheless, from the comparisons shown in Table III it is possible to conclude from this study that the more dysfunctional, and less dynamically connected the IS, the less able the company is to achieve agile outcomes, flexibility and responsiveness, in the broadest sense of its definition (Gehani, 1995; Kidd, 1996). Conclusion and implicationsIn this section consideration is given to three broad issues arising from the case studies: potential implications of the results; preliminary conclusions; and plans for further work. The studies found broadly in line with previous work, though we have suggested that the normal three-part definition of information of data, information and knowledge be extended to include a fourth, intelligence. We have further observed the fundamental importance of informal systems particularly in the case of the two smaller companies B and C. Here personnel at every operational level relied heavily on informal information, and constructed their own systems, either to protect their position, or to operate more effectively.We have also propounded the biological view that human behavioural systems in particular provide a useful view of how responsive organisations should behave if flexibility and responsiveness is the desired outcome. This paper then considered the companies against the background of agile manufacturing and compared their actual performance to the ideals of the paradigm. It can be concluded that in every case in this study, the more dysfunctional and less dynamically connected the IS, the less able the company is to be agile in the broadest sense of its definition. However current tools and techniques of evaluation and design of ISs are far less wellTable III Comparative performance against agility principles Company A Strategy Agile principles Technology Systems Lack of direct integration of IT systems and connectedness of IT and people-centred systems Absent, deficient or dysfunctional. Without effective coordination or integration People Flexibility Outcomes Responsiveness Low Good strategic Good to awareness excellent Low People highly trained, valued and rewarded but failure in communications in people-centred systems People poorly valued and rewarded. No training and deliberate withholding of knowledge in response to company culture Poor B Poor strategic Badly provided, maintained and awareness  ± understood with lack of internal and external intelligence Poor C Strategy held in individuals at board levelLimited, uncoordinated and unplanned. Computers seen as an answer by simply being present Uncoordinated and incapable of adapting to rapidly increasing demand Poor HR policies Rapidly decreasing leading to staff shortages and low reputation. Poor knowledge management Rapidly decreasing [ 125 ] J. G. Thoburn, S. Arunachalam and A. Gunasekaran Difficulties arising from dysfunctional information systems in manufacturing SMEs  ± case studies International Journal of Agile Management Systems 1/2 [1999] 116 ±126 suited to the needs of many companies (Sauer and Lau, 1997), SMEs in particular, and the achievement of their strategic, commercial and operational goals.This suggests that a new and simpler technique is required that aims to lay down the foundation for an IS at an early stage in the development of a company. This system must be capable of being applied by non-specialist managers in circumstances where there may be a mix of information technology and manual systems. Nevertheless it must be one that incorporates the four elements of information that have been defined in this paper. Work to devise such an audit and planning tool, together with a methodology for its application, is currently being undertaken. References Adamides, E. D. (1996), â€Å"Responsibility-based manufacturing†, International Journal of Advanced Manufacturing Technology, Vol. 11 No. 6, pp. 439-48. Bailey, J. E. and Pearson, S. W. 1983), â€Å"Development of a tool for measuring and analysing computer user satisfaction†, Management Science, Vol. 29 No. 5, May, pp. 519-29. Burgess, T. F. (1994), â€Å"Making the leap to agility: defining and achieving agile manufacturing through business process redesign and business network redesign†, International Journal of Operations and Production Management, Vol. 14 No. 11, pp. 23-34. Cho, H. , Jung, MY. and Kim, M. (1996), â€Å"Enabling technologie s of agile manufacturing and its related activities in Korea†, Computers and Industrial Engineering, Vol. 30 No. 3, pp. 323-34. Fayol, H. (1949) General and Industrial Management, Pitman, London. Gehani, R. R. 1995), â€Å"Time-based management of technology: a taxonomic integration of tactical strategic roles†, International Journal of Operations and Production Management, Vol. 15 No. 2, pp. 19-35. Gillenwater, E. L. , Conlon, S. and Hwang, C. (1995), â€Å"Distributed manufacturing support systems  ± the integration of distributed group support systems with manufacturing support systems†, Omega  ± International Journal of Management Science, Vol. 23 No. 6, pp. 653-65. Goldman, S. L. and Nagel, R. N. (1993), â€Å"Management, technology and agility: the emergence of a new era in manufacturing†, International Journal of Technology Management, Vol. 8 Nos 1/2, pp. 18-38. Goldman, S. , Nagel, R. and Preiss, K. 1995), Agile Competitors and Virtual Organisa tions, Van Nostrand Reinhold, New York, NY. Gulick, L. H. and Urwick, L. F. (1937), Papers on the Science of Administration, Institute of Public Administration, New York, NY. Hammer, M. and Champy (1993), Re-engineering the Corporation, HarperCollins, New York, NY. Kidd, P. T (1994), Agile Manufacturing: Forging New Frontiers, Addison-Wesley, London. Kidd, P. T. (1996), Agile Manufacturing: A Strategy for the 21st Century, IEE Colloquium Digest Nos. 96/071, March, p. 3. Li, E. Y. (1997), â€Å"Perceived importance of information system success factors: a meta-analysis of group differences†, Information and Management, Vol. 32 No. 1, pp. 15-28. Medhat, S. S. and Rook, J. L. 1997), â€Å"Concurrent engineering  ± processes and techniques for the Agile Manufacturing Enterprise†, IIE Conference Publication, No. 435, pp. 9-14. Merat, F. L. , Barendt, N. A. , Quinn, R. D. , Causey, G. C. , Newman, W. S. , Velasco, V. B. Jr, Podgurski, A. , Kim, Y. , Ozsoyoglu, G. and Jo, J . Y. (1997), â€Å"Advances in agile manufacturing†, Proceedings  ± IEEE International Conference on Robotics and Automation, Vol. 2, pp. 121622, IEEE, Piscataway, NJ. Mintzberg, H. (1997), â€Å"Rounding out the managers job†, IEEE Engineering Management Review, pp. 119-33. Porter, M. E. (1996), â€Å"What is strategy? †, Harvard Business Review, November-December, pp. 61-78. Sauer, C. and Lau, C. 1997), â€Å"Trying to adopt systems development methodologies  ± a casebased exploration of business users' interests†, Information Systems, pp. 255-75. Smith, K. K. (1984), â€Å"Rabbits, lynxes and organisational transitions†, in Kimberly, J. R. and Quinn, R. E. (Eds), New Futures: The Challenge of Managing Corporate Transitions, Dow-Jones Irwin, Homewood, IL, pp. 269-94. SPI (Society of Practitioners of Insolvency) (1998), Insolvency, The Director, London, June, pp. 82-84. Veryard, R. (1994), Information Co-ordination: The Management of Informati on Models, Systems and Organisations, Prentice-Hall International (UK) Ltd, Hemel Hempstead, p. 22. [ 126 ]

Free sample - Analyzing Wal-Mart competition. translation missing

Analyzing Wal-Mart competition. Analyzing Wal-Mart competitionAnalyzing Wal-Mart competition and the development of a Wal-Mart drive through Wal-Mart Stores is the largest grocery store in the world. The company is based in America and has about 8500 retail outlets in about 15 countries (Wal-Mart 2010). The company has also established an online presence whereby customers can buy products online and get them delivered at their doorstep. Wal-Mart’s online presence has been relatively successful with about 1.7 billion annual online sales and is only second to Amazon in the online retail (Whittle, 2009). Wal-Mart competitors in the US include; Target, Meijer and Giant tiger among others (Jones, 2010). These companies have developed innovative methods, through which they compete against Wal-Mart.  Ã‚  Ã‚  Ã‚  Ã‚   Development of a Drive thru Wal-Mart in the past has tried to develop drive thru sale points in a bid to merge its physical and online businesses. Doing so meant that customers could order their products online and Instead of waiting for their delivery they could pick them physically from one of their chain store (Whittle, 2009).   This could be a very efficient way of shopping because the company would improve its supply chain system greatly. The system of serving customers at a drive thru should be very efficient. To avoid long waiting queues the system must be very efficient.   If items are ordered online then it makes the store much more efficient because at the drive through grocery store customers could have their orders completed easily.   However if items are to be ordered and provided at the store, then the   products provided must be few and must have a high demand. For instance 10 products of high demand could be provided at the drive through store whereby the customer is provided with the it em instantly at a given price. Wal-Mart does not need to construct new stores because it can create extensions to these stores so that the set-up costs of these stores is reduced A drive through store could improve the general efficiency of the store as well as gain more customers.

mexicos new leader essays

mexicos new leader essays As a new president prepares to take power in Mexico, the biggest economic news is what's not happening. The peso is not plummeting, investors are not panicking, and people are not suddenly paying more for their tortillas or televisions. Given recent history, this is a small miracle: every presidential transition in the last two decades has been scarred by an economic crisis. Instead of fears, there are great hopes, all raised by the next president, Vicente Fox Quesada. Mr. Fox now must institutionalize the stability he has inherited. He has pledged sweeping tax and fiscal reforms, annual economic growth rates of up to 7 percent, millions of new jobs, a stable economic architecture for foreign capital, private investment in the state-run oil industry and competition in telecommunications. He also promises budget austerity, increased social spending, the rise of the rule of law, and an end to ingrained political corruption. Mexico is still very much a developing nation. Reliable electric power and potable water are sometimes hard to find. In the capital, one of the world's most populous and polluted cities, the elite live behind barricades, protected from the impoverished by armed guards. Middle-class Mexicans have less buying power than they did 20 years ago, and some of the biggest banks are shaky from a legacy of bad loans. Many small businesses are threatened by imports, credit is difficult to obtain, and millions of people scrape by on less than $2 a day. The departing president, Ernesto Zedillo, never addressed the huge structural problems of the state-run energy industries, which are inefficient and suppress competition, or of the justice system, which cannot control crime - a serious worry for foreign companies considering operations here even if they are optimistic about Mr. Fox. "He's going to have his hands full," said Peter E. Weber, vice president of Latin American operations for the FMC Corporation, a Chicago- base...

Understanding Very Large Numbers

Understanding Very Large Numbers Have you ever wondered what number comes after a trillion? Or how many zeros there are in a vigintillion? ​Some day you might need to know this for a science or math class, or if you happen to enter one of several mathematical or scientific fields.   Numbers Bigger Than a Trillion The digit zero plays an important role as you  count very large numbers. It helps to  track these multiples of 10  because the larger the number is, the more zeros are needed. Name Number of Zeros Groups of 3 Zeros Ten 1 0 Hundred 2 0 Thousand 3 1 (1,000) Ten thousand 4 1 (10,000) Hundred thousand 5 1 (100,000) Million 6 2 (1,000,000) Billion 9 3(1,000,000,000) Trillion 12 4 (1,000,000,000,000) Quadrillion 15 5 Quintillion 18 6 Sextillion 21 7 Septillion 24 8 Octillion 27 9 Nonillion 30 10 Decillion 33 11 Undecillion 36 12 Duodecillion 39 13 Tredecillion 42 14 Quattuordecillion 45 15 Quindecillion 48 16 Sexdecillion 51 17 Septen-decillion 54 18 Octodecillion 57 19 Novemdecillion 60 20 Vigintillion 63 21 Centillion 303 101 Grouping Zeros by Threes Many  people  find it easy to understand that the number 10 has one zero, 100 has two zeros, and 1,000 has three zeros. These numbers are used all the time in daily living, whether it is dealing with money or counting something as simple as our music playlist or the mileage on our cars. When you get to million, billion, and trillion, things become a little more complicated. How many zeros come after the one in a trillion? Its hard to keep track of that and count each individual zero, so  these long numbers  have been broken down into groups of three zeros. For example, its much easier to remember that a trillion is written with four sets of three zeros than it is to count out 12 separate zeros. While you might think that ones pretty simple, just wait until you have to count 27 zeros for an octillion or 303 zeros for a centillion. Then you will be thankful that you only have to remember 9 and 101 sets of three zeros, respectively. Powers of 10 Shortcut In mathematics  and science, you  can rely on the powers of 10 to quickly express exactly how many zeros are needed for these larger numbers. For example, a shortcut for writing out a trillion is 1012  (10 to the power of 12). The 12 indicates that the number  needs a total of 12 zeros. You can see how much easier these are to read than if there were just a bunch of zeros: Quintillion 1018 or 1,000,000,000,000,000,000Decillion 1033  or 1,000,000,000,000,000,000,000,000,000,000,000 Googol and Googolplex: The Enormous Numbers You are probably very familiar with the search engine and tech company Google. Did you know that the name was inspired by another very large number? Though the spelling is different, the  googol  and the  googolplex  played a role in the naming of the tech giant. A googol has 100 zeros and is expressed as 10100. It is often used to express any large quantity, even though it is a quantifiable number. It makes sense that the largest search engine that pulls a large quantity of data from the Internet would find this word useful. The term googol was coined by the American mathematician Edward Kasner in his 1940 book, Mathematics and the Imagination. The story goes that Kasner asked his then 9-year-old nephew, Milton Sirotta, what to name this ridiculously long number. Sirotta came up with  googol. But why is a googol important if its actually less than a centillion? Quite simply, a  googol is used to define a  googoolplex.  A googolplex is 10 to the power of googol, a number that boggles the mind. In fact, a googolplex is so large that theres really no known use for it. Some say that it even exceeds the total number of atoms in the universe. The googolplex is not even the largest number defined to date. Mathematicians  and scientists have also devised Grahams number and Skewes number. Both of these require a math degree to even begin to understand. Short and Long Scales of a Billion If you thought the concept of a googolplex is tricky, some people cannot even agree on what defines a billion. In the U.S. and most of the world, it is accepted that 1 billion equals 1,000 million. It  is written as 1,000,000,000 or 109. This number is used often in science and finance, and it is called the short scale. In the long scale, 1 billion is equal to 1 million million. For this number, you will need a 1 followed by 12 zeros: 1,000,000,000,000 or 1012. The long scale was first described by Genevieve Guitel in 1975. It is used in France and, for a time, was accepted in the United Kingdom as well.