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Purdue University Theories for Evidence Presentation

Purdue University Theories for Evidence Presentation.

create a powerpoint presentation based on the instructionsminimum 10 slides (not counting title and references slides) add minimum 100 words to each slide in the speaker notes!Support Evidence-Based PracticeGOAL:The purpose of this assignment is to identify a theory or model which can be used as a framework for a future evidence-based projectCONTENT REQUIREMENTS:Review literature regarding issues or concerns within your selected area of advanced practice nursing. Select a theory or model which is relevant to your selected area of advanced practice nursing. Offer a meaningful context for evidence-based practice surrounding the issue or concern which you identified.Address Theoretical Framework to Support Evidence-based Practice AssignmentIdentify and describe a theory or model, and explain its relevance to the selected area of advanced practiceDescribe an issue or concern regarding the selected area of advanced practice and explain its impact on health care outcomes.Explain how the theory or model can be used as a framework to guide evidence-based practice to address the issue or concern, and discuss the unique insight or perspective offered through the application of this theory or model.SUBMISSION INSTRUCTIONS:The PowerPoint presentation is original work and logically organized. It should consist of 10-15 slides excluding the title and reference.The PowerPoint presentation should be clear and easy to read. Speaker notes expanded upon and clarified content on the slides.The PowerPoint presentation should be formatted per APA and references should be current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions)Incorporate a minimum of 4 current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work. Journal articles and books should be referenced according to APA style (the library has a copy of the APA Manual).Grading RubricYour assignment will be graded according to the grading rubric.RubricPresentation RubricPresentation RubricCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeIdentification of Main Issues/Problems4.0 ptsDistinguishedIdentify and demonstrate a sophisticated understanding of the issues/problems.3.0 ptsExcellentIdentifies and demonstrate an accomplished understanding of most of issues/problems.2.0 ptsFairIdentifies and demonstrate an an acceptable understanding of most of issues/problems.1.0 ptsPoorIdentifies and demonstrate an unacceptable understanding of most of issues/problems.4.0 ptsThis criterion is linked to a Learning OutcomeAnalysis and Evaluation of Issues/Probelms4.0 ptsDistinguishedPresents an insightful, thorough analysis and evaluation of issues/problems.3.0 ptsExcellentPresents a thorough analysis and evaluation of most of the issues/problems.2.0 ptsFairPresents a superficial or incomplete analysis and evaluation of issues/problems.1.0 ptsPoorPresents unacceptable analysis and evaluation of issues/problems.4.0 ptsThis criterion is linked to a Learning OutcomeDemonstrates a Conceptual Understanding4.0 ptsDistinguishedProvides a thorough, competent and interpretive responses to all issues/problems, and shows a high level of conceptual understanding.3.0 ptsExcellentProvides a competent and interpretive responses to all issues/problems, and shows a moderate level of conceptual understanding.2.0 ptsFairProvides a competent responses to all issues/problems, but lacks interpretation and a moderate level of conceptual understanding.1.0 ptsPoorProvides an unacceptable response to all issues/problems, and lacks interpretation and a moderate level of conceptual understanding.4.0 ptsThis criterion is linked to a Learning OutcomeUse of Citations to Course Readings and Additional Research/Literature4.0 ptsDistinguishedEffectively uses the literature and other resources to inform their work. Exceptional use of citations and extended referencing.3.0 ptsExcellentEffectively uses the literature and other resources to inform their work. Moderate use of citations and extended referencing.2.0 ptsFairIneffectively uses the literature and other resources to inform their work. Moderate use of citations and extended referencing.1.0 ptsPoorIneffectively uses the literature and other resources to inform their work. An unacceptable use of citations and extended referencing.4.0 ptsThis criterion is linked to a Learning OutcomeWriting Mechanics and APA Formatting GuidelinesIncludes speaker’s notes and the assigned number of slides.4.0 ptsFull MarksDemonstrate a high level of clarity, precision, and attention to detail. APA style is correct and writing is free of grammar and spelling errors.3.0 ptsExcellentDemonstrate a high level of clarity. APA style and writing mechanics need more precision and attention to detail.2.0 ptsFairDemonstrate a moderate level of clarity. APA style and writing mechanics need more precision and attention to detail.1.0 ptsPoorDemonstrates issues in writing and communicating clearly. APA style and writing mechanics need serious attention.4.0 pts
Purdue University Theories for Evidence Presentation

University of California Irvine In Search of Global Leaders Discussion.

I’m working on a communications report and need support to help me study.

Read “In Search of Global Leaders” in the coursepack and complete the summary analysis homework. Summary AnalysisScenario: Students must be prepared to discuss the week’s reading. Therefore, reading should be completed by the due date ([email protected] 11:59 pm). Students should read each chapter, summarize it, analyze the most important information in the chapter, and prepare discussion questions.Prompt: Read each assignment and submit a summary-analysis on a Word document to the correct assignment portal on Canvas by the due date.Guidelines: Assignment submissions should include the following 3 partsSummary should be 150 wordsAnalysis should be 100 wordsCompose 3 reading questions
University of California Irvine In Search of Global Leaders Discussion

Barry University The Key Determiners of Climate Change & Solar Radiation Discussion.

you must post two or three sentences of summary text and a link to a website that contains an argument disputing the scientific consensus that human activity, specifically the increases emissions of carbon dioxide and other greenhouse gases, is the primary cause of global warming over the past century. This is one of the few Discussion Boards where you can read other postings before you put up a posting. But please note that the postings are on a first come, first serve basis, and you SHOULD NOT use the same website as anyone who posts before you. (Using a repeat website from someone who went before you will result in a five point deduction.) I also prefer that you do your best to also find new and different arguments than those who post before you. However, I will accept repeat arguments so long as the website source is different.We will be using these discussion board posts as the basis of some class discussion in our November 3 class, so have your arguments on the ready. You also will be returning to these arguments for your next discussion board assignment. (Hint, the scientific consensus about greenhouse gases is the scientific consensus for a reason… and I personally have yet to encounter an argument against this consensus that can stand up to critical scrutiny. Therefore, your next assignment will be to identify and discuss problems about whatever argument you are posting
Barry University The Key Determiners of Climate Change & Solar Radiation Discussion

International Development homework help

International Development homework help. This is a paper that is focusing on the globalism to globalization politics of resistance assignment paper. The paper also provides additional information to use in the writing of the assignment paper. Below is the assessment description to follow:,The globalism to globalization politics of resistance assignment paper,From Globalism to Globalization: The Politics of Resistance, Globalization, Globalism and Cosmopolitanism as an Educational Ideal, Transnationalism and Anti-Globalism,Reflect: Please take some time to reflect on how the concept of global citizenship has shaped your identity and think about how being a global citizen has made you a better person in your community.,Write: Use the Week 1 Example Assignment Guide when addressing the following prompts:,Firstly, describe and explain a clear distinction between “globalism” and “globalization” after viewing the video and reading the article., Secondly, describe how being a global citizen in the world of advanced technology can be beneficial to your success in meeting your personal, academic, and professional goals., Thirdly, explain why there has been disagreement between theorists about the definition of global citizenship. Also, develop your own definition of global citizenship after reading the article by ,Reysen and Katzarska-Miller,., Fourthly, choose two of the six outcomes of global citizenship from the article (i.e., intergroup empathy, valuing diversity, social justice, environmental sustainability, intergroup helping, and the level of responsibility to act for the betterment of this world).,Also, explain why those two outcomes are the most important in becoming a global citizen compared to the others., Describe at least two personal examples or events in your life that illustrate the development of global citizenship based on the two outcomes you chose., Identify two specific general education courses., Lastly, explain how each course influenced you to become a global citizen.,Ensure that you follow the instructions provided keenly. Marking of the assignment is on how you do the task and how you submit the assignment too. In case of any question feel free to ask your instructor for more guidelines before doing the assignment.,Attachments,Click Here To Download,International Development homework help

Brandman University Business Process Design Discussion

programming assignment help Brandman University Business Process Design Discussion.

Review the following TedTalks and include what you have learned about the processes to improve Detroit in your answers.https://www.ted.com/talks/toni_griffin_a_new_vision_for_rebuilding_detroithttps://www.usability.gov/what-and-why/project-management.htmlExamine the text. Think about what you have read and described what process design is and why process design objectives are not the same for each “performance objective.” Think and give details of a time you have had to try to perform your work using a poorly designed process. What was your experience? How did the process design and objective ‘match’ (or not match)? If you have or currently work in the military, please give at least one example of your military operations experience.Give two or three specific examples of how that specific process you were working with could have been improved to create a more effective or efficient system? Consider how project management could have improved your experience. Connect your experience to the textbook in 300 words with citations to the text, please. Cite using APA. If you are unfamiliar with APA, this link can help:http://services.brandman.edu/cii/rise/brandman-university-apa-manual-student-resource/index.html#/
Brandman University Business Process Design Discussion

Week 4 Differential Diagnosis for Skin Conditions Lab

Week 4 Differential Diagnosis for Skin Conditions Lab.

the information provided would equal 2 pages. If you don’t need that many than it’s okay, but the template is provided you just need fill in the blanks with your patient information and differential diagnosisProperly identifying the cause and type of a patient’s skin condition involves a process of elimination known as differential diagnosis. Using this process, a health professional can take a given set of physical abnormalities, vital signs, health assessment findings, and patient descriptions of symptoms, and incrementally narrow them down until one diagnosis is determined as the most likely cause.In this Lab Assignment, you will examine several visual representations of various skin conditions, describe your observations, and use the techniques of differential diagnosis to determine the most likely condition.TO PREPAREConsider the abnormal physical characteristics you observe in the graphic you selected. How would you describe the characteristics using clinical terminologies?Explore different conditions that could be the cause of the skin abnormalities in the graphics you selected.Consider which of the conditions is most likely to be the correct diagnosis, and why.Search the for one evidence-based practice, peer-reviewed article based on the skin condition you chose for this Lab Assignment.Choose one skin condition graphic (identify by number in your Chief Complaint) to document your assignment in the SOAP (Subjective, Objective, Assessment, and Plan) note format rather than the traditional narrative style.Use clinical terminologies to explain the physical characteristics featured in the graphic. Formulate a differential diagnosis of three to five possible conditions for the skin graphic that you chose. Determine which is most likely to be the correct diagnosis and explain your reasoning using at least three different references, one reference from current evidence-based literature from your search and two different references from this week’s Learning Resources.For Week 4 the pictures you need to create the story to support your diagnosis and list your differentials. Remember to include the pertinent positives and pertinent negatives with your primary diagnosis and differentials. The pertinent positive and pertinent negatives are your hands on exam findings that rule in or rule out a diagnosis. For example chickenpox is itchy – that’s a pertinent positive and pertinent negative not raised or flat rash.You want to approach your hands on exam in advanced health assessment as what are the pertinent hands on findings that leads you to the diagnosis.Common things occur commonly and sometimes in uncommon circumstances so we need to be proficient with our hands on exam skills.
Week 4 Differential Diagnosis for Skin Conditions Lab

Suppy Chain Management At H C Starck Accounting Essay

Suppy Chain Management At H C Starck Accounting Essay. I. Background: Richard Morse, a MIT graduate started National Research Corporation (NRC) as a process development company focused on developing vacuum technology. NRC initially used the technology to produce frozen orange juice concentrates and instant coffee. In 1950 NRC applied this technology for producing of high purity metals and started with tantalum (Ta) production in 1959. NRC went through a series of ownership, with HC Starck AG (Germany) acquiring fifty percent stake and a venture capitalist acquiring the rest in 1976. In 1986 Bayer AG (Germany) and Bayer Corporation US purchased majority of HC Starck. In 1989 HC Starck (HCST) acquired Ta mill and wire production facilities from Fransteel, thus adding to its existing Ta reduction and powder manufacturing facility. This largely increased its share of tantalum metallurgic products market. II. Situational Analysis: Industry HC Starck International was manufacturing Ta, an expensive metal used in various industries like aerospace, nuclear reactor, surgical equipments. The largest buyers were the manufacturers of electrolytic capacitors and vacuum furnace parts. The total worldwide consumption of Ta was about 550 tons annually. HCST used tantalum double salt, Ta Scrap and Ta ingot as a raw material for manufacturing Ta powder, wire, and mill and fabricated products. It sourced the raw materials from mined ore, scrap generated from open market, scrap from its consumers, scrap generated from its own production and Ingot from government reserves. The raw materials are melted into an ingot and cold forged into a 4inch thick sheet bar, which was the starting material for the metallurgic product division. These sheet bars were rolled into sheets of varying thickness. The entire procedure resulted in production of scarp ranging between 20-30%. Figure 2 and illustrates the generic product hierarchy. Figure 1: Generic product hierarchy Though no substitutes were available in the market to replace Ta, delays in supply of the Ta products had often created a fear that customers might switch to Zirconium as a substitute and if it worked well, consumer would never switch back to Ta which was priced four times more than Zirconium. HC Stack Inc also recently faced challenges for other suppliers, in particular the Chinese companies selling Ta wire. HC Starck also experienced difficulties in sourcing Ta scrap, the availability were uncertain and this forced them to maintain huge inventory. Also the market demand for finished goods was very erratic. Organization Scheduling of Production: Though new ERP (SAP’s R/3) system was installed at Starck Inc, ordering for raw material, planning and scheduling for production was done manually. Jim Mc Mohan, Supervisor of production control collected sales order and converted them in to production forecast, often for a whole year on month bases and revised it a few times. I addition to raw material ordering Jim also did manually performed shop floor scheduling. SAP system were not used as there were problems with the product recipe pricing (cost) and efforts to fix the problem were taking longer than expected, making the system unreliable. Orders from consumer were very erratic, to account for this uncertainty HS Starck acquired “blanket orders” and scheduled production of these orders randomly spread, throughout the year. For example if it received a total order for 5000 feet of tubing it produced a standard 20 feet tubing in batches and later sectioned them in to varying sizes based on requirement. But very often sectioning based on order sizes resulted in odd sized pieces generating a huge amount of scrap. Sales and Marketing: Sales and marketing team at H C Starck, Inc had consistently achieved sales target, return on assets. The team uploaded its sales figures and forecast through the SAP system, however the production planning continued the use of manual methods, this resulted in ‘information black hole” as the data forecasted was not utilized at the melt shop for planning, physical piece of paper still travelled from sales to production, resulting in longer lead times. As a way around to this the production planning, sales and operations team instituted a “drumbeat” meet every day to review the shipment that was due in a week time. The meeting managed to keep everyone up dated and expedite delayed orders, but this resulted in most of the jobs being by passes unless they made it to the ‘drumbeat list’. Lead time and Inventory level: Inventory was very expensive and H C Starck maintained huge stocks, this was largely due to scarcity of Ta scrap. They also purchased excess to keep it out of the hands of competitors even though the need was not immediate. At any time they had more than adequate to ensure high level of availability. The average lead time was estimated at 7 weeks. Average manufacturing time was 2 weeks. Analysis showed that longer more than longer time, up to 2 week, was utilized from the point the sales orders were released to the point when stock rooms issued material for processing. This process was still largely manual and SAP R/3 system was not used. The typical production routing used a made-to-order policy with either 4 inch bar of quater inch sheets as the starting material. Depending on the final product the material passed through multiple process orders before ending up as final product (Figure Figure 2: Production cycle: Multiple process orders To expedite on lead time sales team often entered hard orders on probable sales, hoping that the operations team would begin fabrication even before the order is placed and the order would be read by the time customer placed their orders. Sometimes these worked well but often the SAP system required orders have delivery dates and so the sales team made up dates. III. Problems areas highlighted as in the Case*: The Metallurgical Products department at HCST was scheduled as a make-to-order job-shop, with customer lead-time performance averaging seven weeks. Can we go in for made to stock kind of arrangement? Order expediting is the rule rather than the exception, and in fact a daily meeting occurs to enable the expediting. The plant carries an average of six months inventory, yet few items are sold from stock, or even made in a single production step from stock. Nearly all work passes through some of the standard gauges of 4″, ¼”, 1/8″, and 0.030″, yet no standard stock is held at these sizes other than a small amount at ¼”, and small left-over pieces at the other gauges. The Sales group was pressing hard to reduce customer lead-times to fewer than three weeks. The goal seemed attainable since production orders averaged just over two weeks, but something needed to be done to speed the time between when an order was received, and operations began working on producing the final product. It seemed as though maintaining stocks of some of the standard intermediate sizes would help customer lead times, since end-items could be produced in a single production operation, but which items should be stocked, and at what levels? Also, not everyone in the organization was convinced that reduction of customer lead-time was a priority – some were more focused on inventory reduction, while others felt that inventory levels were not that important. Based on the problem statement given in the case, we now work on the strategic alternatives and implementation. IV. Strategic Alternatives and Implementation What to stock and how much? Our product demand analysis shows that for all products being made out of Alloy-A, The top 8 (a class inventory)(20%)products contribute 80% of the sales volume the respective standard deviations and the relative standard deviations percentages are shown as below *Ref:-Designing and Managing the Supply Chain-Concepts, Strategies and Case Studies (3rd Edition). Page 119-120, Case Wrap Up. 1999 Invoiced Sales – Pounds per month Material Gauge Description Jan Feb Mar Apr May Jun Jul Aug Sep Total Cum % STD % RSD 1011 0.002 Foil 618 1,079 1,215 1,188 1,020 290 1,590 849 1,017 8,866 74.5 372 38 1004 0.015 Sheet 68 611 1,263 167 1,917 803 321 377 404 5,931 33.5 594 90 1003 0.005 Sheet 263 576 584 812 617 969 572 359 909 5,661 18.8 235 37 1029 0.500 Disk – 10″ 275 0 353 0 581 0 530 414 1,017 3,170 99.3 337 96 1009 0.030 Sheet 0 122 614 275 422 360 686 246 177 2,902 50.7 224 70 1006 0.150 Sheet 101 0 0 0 0 0 0 0 0 101 33.8 34 300 1002 0.010 Sheet 20 56 287 179 41 204 560 143 276 1,766 4.9 168 85 1014 0.250 Plate 6 12 0 770 0 752 0 0 174 1,714 84.7 328 172 Since the standard deviation for these products is fairly high, a higher level of inventory level is advisable for these series of products, also most of the products are in the form of sheets, which can be modified or value added to arrive at an alternative product, these can form a part of the raw material inventory being kept in the system. Further on Alloy-A, the balance products from 20% (B class inventory) of the customer requirement and are characterised by low standard deviations, hence they can be manufactured as and when an orders come in. We see a similar pattern for Alloy-B Here the requirement is much more focussed with the almost 80% of the customer requirement being focussed around top 6 of the products (11%). A similar strategy can be used as above. These products can be made to stock; most of it is in the form of welded tubes hence it would be advisable to place semi-finished stock of plates of alloy-B of the desired thickness so that complete products can be made on short notice. A similar strategy for B class inventory can be adopted for Alloy-B as well Raw Material Inventory Planning and Wastage Reduction The corresponding Raw material inventory can be arrived at by calculating the inefficiencies in the system, now it is given that there is wastage of 20% in following stages of manufacturing There is wastage of 20% in the first stage and wastage of 10% overall in the second stage, hence the total wastage is 28% since the first process serves as a feeder for the second process. We believe that the wastages can be avoided by introducing a minor process change during the tension rolling process, that accounts for 20% of the wastage and it is given that the same is due to the two ends of the Ta sheet touching the cylindrical springs that are essentially there to hold the sheet/bar in place while it is undergoing rolling operation. We suggest that the profile of the Tungsten head be made so that it matches the profile of the “rolling drums” thus allowing additional area of the Ta sheet to be exposed to the rolling operation thus reducing wastages. Depending on the precision with which the Tungsten profile is made the wastage of 20% can at least be bought down to 5%, a saving of 15%. However, for our current estimates we assume that the wastage is 28% and we plan our raw material inventory accordingly. Currently there is a practice of storing 6 months of raw material which is very high. Various reasons have been given in the case to justify the same, however at the end of the day; inventory does block the company’s working capital. In the model suggested below, based on past sales data and the current lead time of 2.3 weeks for manufacturing which in turn is calculated from the time the raw material is received and goods are packaged ready for dispatch, we suggest that the following inventory be maintained for the two alloys. Inventory of Raw Material for Alloy A Inventory of Raw Material for Alloy B Drum beat meetings and implementation of SAP R/3 The company should continue with the practice of drum beat (DB) meetings as they are a good means to reduce distortions in communications, identifying urgencies and expediting resolution of pressing issues. However, the current purpose of DB meetings is to communicate production and sales urgencies which should not be the case. SAP R/3 should be immediately implemented for the production planning stage and the process of issuing multiple production orders should be done away with by homologation of input parts. D. Multiple Product Orders: The problem of issuance of multiple production orders will also be minimized once we focus on key SKUs as suggested in the inventory rationalization model. One more purpose of the DB meetings could be to iron out continuous issues with the implementation of SAP for PPC (Production, planning and control). However the discussion on planning should be kept out of preview consciously by those attending the meeting. E. Cost Savings from raw material inventory Reduction: H C Starck maintains large quantities of raw material inventory. The total cost saving from reducing inventory levels and making the production a just in time (JIT) process would reduce the cost as shown below. The company can begin by hiving off the raw material procurement division, and develop the same as a centre of excellence, supplying quality raw material. Labour rate: Process Avg. piece weight Process time Operatives Labour Rate Large rolling 570.00 lbs 55 mins 2 $ 25.00/ hrs Finish rolling 450.00 lbs 120 mins Change over time 480 mins Total Time 655 mins Man Hours 5.46 hrs Labour cost ($/pound) $ 0.67 (1) Cost ($) $272.92 Inclusive of 10% on Overtime $ 300.00 Raw material and finished goods price: Form Price/pound Average price (in $) »¿Tantalite ore (contained pentoxide basis) $ 35 – 45 40 Capacitor-Grade Powder $ 135 – 240 187.5 Capacitor Wire $ 180 – 250 215 Sheet $ 100 – 150 125 Average Material Cost ($) (2) 141.875 Total Cost of raw material and work in process Inventory Break Down and Finished 1998 1999 Average 43,878 lbs 38551 lbs Net Average/month 41,215 lbs – 6 months Inventory 247,288 lbs – Cost of Material (2) $ 141.875 – Total Cost (3) $ 35,083,985.00 – Average cost of work in progress inventory (WIP) For Alloy-A 6,756 lbs For Alloy-B 6,074 lbs Total (80%) 12,830 lbs 100% (4) 15,396 lbs Raw material cost component for WIP $ 2,184,326 Labour cost (1*4) $ 10,271.00 Total (WIP) (5) $ 2,194,598.00 Total savings (3-5)_ $ 32,889,387.00 Hence the total saving form reduction in raw material inventory would be $32.89 million. F. Cost saving from Safety Stock Assuming that the fixed cost per service order (SO) is $2000 and a service level of 97%, cost of holding the safety stock for 7 and 3 weeks lead time for the top 10% of product line for alloy A are shown below: SAFETY STOCK Alloy A Suppy Chain Management At H C Starck Accounting Essay