The arc welding of mild steel

The arc welding of mild steel Introduction The microstructure of a material is significant when it comes to the properties and characteristics of a particular material. It would be perfect if the properties and characteristics, which are related to the microstructure, of the parent metal, heat affected zone and the weld metal is the same. However the probability of occurrence of such a situation is very less since the parent metals are used in the wrought form and the weld metals are used in the cast form. Wrought materials got superior strength, ductility and toughness when it is weighed against the materials in the cast form. Even then the weld metal properties draws near the properties of the wrought material, since it is a minuscule casting which is rapidly cooled. This situation is particularly related with the ferrous materials, which includes mild steel also (Houldcroft and John, 1988). The report holds the information regarding the development of microstructure during the arc welding of mild steel plate, changes which occur in the heat affected zone and the change in the structure of the steel when the carbon equivalent of the steel was increased. Mild steel Steel with a low carbon content of 0.25% is known as mild steel. Mild steel is easy to weld and fabricate because of its low carbon content since it would not get harden by heat treatment. This leads to the lack of hardened zones in the heat affected zones and welds, even though there is quick cooling. As the carbon content increases, the ease in welding reduces because of the quenching action (Davies, 1993). Welding Welding is primarily classified into two welding methods and they are (1) Plastic welding and (2) Fusion welding. It can be further fragmented into eight divisions on the basis of its specific processes and they are (1) Cold welding, (2) Thermit Welding, (3) Gas welding, (4) Resistance welding, (5) Arc welding, (6) Braze welding, (7) Forge welding, (8) Induction welding. The welding processes such as Cold welding, Pressure welding, Resistance welding and Forge welding comes under the Plastic welding division whereas the welding processes such as Gas welding, Thermit welding, Induction welding and Arc welding belongs to the Fusion welding processes (Clark, 1962). Arc welding The electrode material and shielding technique are the basis of classification of Arc welding processes. In mass production, the automatic welding technique is very important and the Arc welding technique is well adapted to it. Added on to this, Arc welding technique imposes a lot of flexibility to the joining of both thin and heavy sections of a material. Another trait of Arc welding process is that the heat application in this particular welding process is highly concentrated when compared to other welding processes (Clark, 1962). Microstructure of weld metal The microstructure of the weld metal is primarily dependent upon the alloy content of the carbon steel. Whereas in carbon, carbon manganese and micro-alloyed steel, the weld metal microstructure is mainly affected by the welding procedure and composition of the weld. According to Lancaster, 1999, the microstructure of Carbon-Manganese alloy steel is affected by the aspects such as cooling rate, composition, plastic strain and the presence of non-metallic nuclei. Figure 2.1 shows the effect of cooling rate and composition on structures produced in the weld. The above details show that the steel containing less than 0.30% C will have similar microstructures after the welding process. During the Arc welding of mild steel a number of discrete structural zones, such as unaffected, transition, refined, coarsened, fusion and deposited metal zones are formed. These zones are shown in the diagram and it is compared with the relevant section of the iron-iron carbide diagram. Many of these zones will not be having discrete line of demarcation and they appear to be merged together (Clark, 1962). Unaffected zone In the unaffected zone, the parent mild steel is not heated to an adequate amount to reach the critical range. Therefore, the structure is unchanged and the unaffected zone represents the archetypal grain structure of the parent mild steel. The figure shows the microstructure of the unaffected zone of mild steel. It consists of a typical combination of ferrite and pearlite (Clark, 1962). Transition zone Next to the unaffected zone, there exists a region where there is a temperature range, between the A1 and A3 transformation temperatures, in which a limited allotropic recrystallization takes place and this particular zone is known as the transitional zone. The transition zone has a microstructure of both ferrite and pearlite. But the size of the pearlite region will be different from that in the unaffected zone. The pearlite region will be much finer which is due to the heating of the mild steel to the critical range and due to the cooling after the heating process. During the heating process, the pearlite will be transformed into austenite and then transformed into finer pearlite grains on cooling (Clark, 1962). Refined zone After the transition zone, comes the refined zone. In this zone, the temperature is heated just above the A3 temperature and the finest grain structure exists in this region as a result of the extensive grain refinement. The figure shows the microstructure of the refined zone of the mild steel. The microstructure consists of much finer structures of pearlite and ferrite. These structures are formed from the austenite which existed at a temperature just above the upper critical temperature (Clark, 1962). Coarsened zone The region next to the refined region is known as the coarsened zone. In this zone, the temperature is higher than the A3 temperature and the grain structure will be coarsened. When it comes to the coarsened zone, the microstructure will be dominated by pearlite grains and ferrite will be of smaller grain. Due to the prevailed rate of cooling, the pearlite will show a higher rate of finer grains than that existed in the original pearlite areas, when it is magnified (Clark, 1962). Fusion zone The actual melting of the parent metal takes place when the temperature is higher than the solidus and the zone in which this takes place is known as the fusion zone. In the fusion zone, the microstructure will be of a very coarse structure. This type of structure is common in mild steel where the particular structure is formed from the large austenite grains when the cooling rate is of a medium pace. The following figure shows the microstructure in the fusion zone (Clark, 1962). Deposited metal zone The deposited metal zone is a zone along with the fusion zone where there is a coarse grain structure and it happens when a filler metal is added to the weld. The structure of deposited metal zone is shown in the figure. As you can see in the figure, the microstructure consists of columnar structure of ferrite and pearlite (Clark, 1962). Heat affected zone The possibility of performing a welding process without building up a thermal gradient in the parent metal is almost negligible. The temperature and the speed of the welding process is very influential in deciding the spread of heat into the parent metal. The thermal gradient will get compressed by the high power welding at high speed (Houldcroft and John, 1988). The schematic sketch of a weld, heat affected zone and relevant portion of the iron-carbide phase diagram is shown in the figure 3.1. The base metal is heated up to a peak temperature and it varies along with the distance from the fusion line. If the lower critical temperature, A1, was surpassed by the peak temperature, then there will be a transformation from ferrite to austenite. This transformation will be complete and an austenitic microstructure is formed when the temperature goes beyond the upper critical temperature, A3. The ferrite structure is stable at room temperature and has bcc crystal structure whereas the austenite structure is stable at high temperature and has fcc crystal structure (Raj et al, 2006). The heat affected zone of an arc weld in steel is classified into three regions, such as supercritical, intercritical and subcritical regions, from a metallurgical perspective (Lancaster, 1999). The supercritical zone The supercritical zone can be classified into the grain growth region and the grain refined region. Coarse grain heat affected zone (CGHAZ) is the term which is used to refer to the region of heat affected zone where extensive growth of austenite grains takes place when the temperature goes beyond the temperature of 1300 degree Celsius. The region next to the CGHAZ, which is at a temperature range of 900 to 1200 degree Celsius, is known as the Fine grained heat affected zone (FGHAZ). In this region of the steel, the austenite grain size remains small (Raj et al, 2006). The intercritical zone The intercritical region is narrow when compared to other zones and partial transformation takes place in this zone. The region of HAZ, which is having a temperature range in between the critical temperatures A1 and A3 is referred as Inter critical heat affected zone (ICHAZ) (Raj et al, 2006). The subcritical zone In the subcritical zone, not much observable alteration in the microstructure will be there except the occurrence of a small region of spheroidization, which is difficult to detect. The tempered zone and unaffected base material comes under this zone (Raj et al, 2006). The microstructures such as ferrite and other metastable phases are formed during the cooling cycle of a welding process, from an austenite microstructure which was formed at high temperatures. For welds produced with adequate pre-heat or for high heat input welding, the cooling rate will be less and this leads to the formation of a mixture of ferrite and carbides whereas in a high cooling rate scenario, microstructures such as bainite or martensite are formed from austenite. The formation of bainite and martensite is also affected by the amount of carbon content and alloying elements. This particular trait of steel to form a hard microstructure such as bainite or martensite from austenite phase when cooled at high rate is generally referred to as hardenability and this increases with the austenite grain size and alloy content of the steel. Therefore in the case of mild steel, the microstructure of the heat affected zone (HAZ) is of carbide and ferrite after performing an arc welding even if it is performed without any preheating (Raj et al, 2006). The effect in the increase of carbon-equivalent of steel The carbon equivalent plays an important role in deciding the microstructure of the steel. Along with this, the cooling rate during the welding process too plays a decisive role in this regard. The probability of formation of martensite or bainite in high carbon equivalent steels is high and in order to avoid that situation, use of distinctive techniques, such as preheating and post-heating are required (Clark, 1962). Carbon equivalent calculation In order to discuss about the effect of carbon equivalent in deciding the microstructure of mild steel during the arc welding process, first we have to discuss the formula which is used to calculate the carbon equivalent of steel. The carbon equivalent can be calculated by the formula. CE= C% + (Mn%)/6 + (Cr%+Mo%+V%)/5 + (Ni%+Cu%)/15 (Davies, 1993). This formula is relevant to the plain carbon and carbon manganese steel but it is not applicable to micro-alloyed high strength low-alloy steel or low alloy Cr-Mo type. Due to Ito and Bessyo, the formula used by Japanese Welding Engineering Society is Pcm= C + Si/30 + (Mn+Cu+Cr)/20 + Ni/60 + Mo/15 + V/10 + 5B (Lancaster, 1999). As mentioned in the previous sections, the formation of hard microstructures such as bainite and martensite is dependent upon the cooling rate as well as the carbon equivalent in the steel. During the welding process of mild steel, the heat will be absorbed faster by the steel and creates a sudden fall of temperature (Raj et al, 2006). Here, steels with three different carbon contents are compared with the help of an Iron-Iron Carbide Equilibrium diagram. The steel with less than 0.83 percent carbon content is known as hypo-eutectoid steels, steel with 0.83 percent carbon content is known as eutectoid steel and steel with more than 0.83 percent carbon content is known as hypereutectoid steel (Clark, 1962). Steel with 0.1% carbon content This type of steel belongs to the hypo-eutectoid steel. As you can see from the Iron-Iron carbide diagram, when a 0.1% C steel is cooled at an appropriate rate from 2800 F to room temperature, a mixture of austenite and delta solid solution is formed from the delta solid solution and liquid. On further cooling, grains of austenite are formed from the former followed by formation of ferrite and austenite. By the time the cooling is done till the room temperature, a microstructure of ferrite and pearlite will be formed (Clark, 1962). Steel with 0.8% carbon content This form of steel has a composition which is very near to the composition of eutectoid steel. During the process of cooling of this steel from 2800F, the transformation starts from the molten state into a liquid and austenite form. Then on further cooling, formation of austenite followed by the eutectoid called pearlite will occur (Clark, 1962). Steel with 1.2% carbon content This form of steel belongs to the hypereutectoid steel. During the cooling process of this steel from 2800F, the transformation starts from the molten state of steel into a liquid and austenite form. Then on further cooling, there will be formation of austenite, combination of austenite and cementite, and ends with ferrite and cementite at room temperature (Clark, 1962). Conclusion Microstructure of steel is a very important deciding factor when it comes to its properties and behaviour. It is obvious from this report that the cooling rate during the welding process, composition of weld metal and the type of welding process plays a vital role in the formation of the different form of microstructures in the weld metal. The weldability and hardenability of the steel depends a lot on the carbon content of the steel to be welded. As the carbon content of steel increases, the weldability of that particular steel decreases and its hardenability increases. This proves that the composition of the weld metal plays an imperative role in the characteristics of a welded material. This report illustrates that the weldability of mild steel is quite good and the role of composition of mild steel in achieving so. It also gives you an idea about the various changes that occur to the microstructure of the mild steel during the arc welding process. References Clark, D. and Varney, W. (1962) Physical metallurgy for Engineers. 2nd edition New York: D Van Nostrand Company. Davies, A.C. (1993) The science and practice of welding, vol 2, The practice of welding. 10th edition Cambridge: Cambridge University Press. Houldcroft, P. and John, R. (1988) Welding and cutting. 1st edition Cambridge: Woodhead-Faulkner Limited. Raj, B., Shankar, V. and Bhaduri, A. (2006) Welding Technology for Engineers. 1st edition Oxford: Alpha Science International Limited. Lancaster, J.F (1999) Metallurgy of Welding. 6th edition UK: Abington Publishing.

Resource Planning At Hershey Foods Corporation

Resource Planning At Hershey Foods Corporation Enterprise resource planning (ERP) encompasses virtually every facet of information technology (IT); therefore, its implementation is vital to the overall effectiveness of an organizations IT processes. In 2008, the Hershey Foods Corporation was the focus of a study conducted from 1997-2002 during which time Hersheys attempt to implement ERP was a failure. In 1996, Hersheys moved to modernize its hardware and software from legacy systems to a client/server environment by April 1999. The software module implementation was to be outsourced to three software vendors (SAP, Manugistics, and Siebel); however complications delayed the projected switch to July 1999. To bypass the complications, Hershey chose Big Bang ERP implementation but that choice proved fruitless as retailers experienced problems with order fulfillment, processing and shipping. Hersheys warehouse contained sufficient inventory but retailers still received shipments late. During the third quarter of 1999, Hersheys revenu es dropped by 12%. The purpose of this study is to examine the past failure of Hersheys ERP implementation, while reviewing current information and data to determine the effectiveness of Hersheys efforts since 2002. Studying the circumstances that led to Hersheys ERP implementation failure will aid in illustrating the process of ERP implementation in large organizations with focus on the role management plays in ERP success or failure and how these factors can be avoided in the future. Contents Executive Summary 2 Contents 3 Terms of Reference 4 Literature Review 6 Evaluation of Alternatives 10 Recommendations 13 References 15 Terms of Reference Background In 1894, the Hershey Foods Corporation (Hershey) was founded by Milton Hershey as the Hershey Chocolate Company. Hersheys corporate headquarters is located in Hershey, Pennsylvania. Since its founding, Hershey has grown from a one-product company to a multi-billion dollar corporation with sales exceeding $1.41 billion during the first quarter of 2010 (Wahba 2010). After a tumultuous entry into the twenty-first century, Hershey is finally overcoming some of the obstacles that led to a significant decline in sales. Advertising spending was raised significantly during the first quarter of 2010 with plans to increase advertising spending up to 40% throughout the year. The company was one of many that experienced a decline during the global economic crisis but Hersheys strong leadership and conscious efforts to revamp its image has proven effective in boosting sales. Primary focus during 2010 has been on boosting sales for Hersheys Kisses, Kit at, and Twizzlers brands. Increased advertisi ng is predicted to put these products well above the 25-30% range previously forecast (Wahba 2010). Currently, about 85% of Hersheys sales are generated in the U.S., but it has failed to meet the desired outcome in international markets, putting Hershey behind its major competitor, Nestle. When Nestle began sales in emerging markets its sales rose by more than 10% (Wahba 2010). Problem Hershey has a long history of success and failure, mixed with both effective and poor leadership at the top management level. However, one of the companys most memorable failures is its initial attempt to implement ERP. At present, sales are rising amid a rocky economy but Hershey is still rebounding from the stigma of the failed ERP implementation. Reported sales are lowest among its competitors, indicating Hersheys need for improving its production strategies is of the utmost importance. Effective ERP implementation coupled with a strong top management team is one method of improving productivity and increasing sales -both domestic and abroad. Scope of Study By analyzing the past ERP implementation efforts, this study will illustrate how Hersheys production will benefit from an effective ERP solution. Information reviewed during the course of this study includes, but is not limited to, academic journals, corporate reports, past case studies pertaining to the Hershey Corporation, government resources, and print and online library sources. The information obtained during the course of this study aid in fostering an understanding of the relationship between the information system and the external environment, strategy, business processes, structure and culture, and information technology infrastructure of an organization. The outcome of the references reviewed will provide sufficient data to conduct an evaluation of the potential impact implementing ERP has on Hershey. Following the submission of this report, the reader will understand the importance of implementing ERP as a vital component of an organizations IT system, particularly for He rshey and its expanding needs amid the global marketplace. Literature Review When Hershey began planning to implement an enterprise resource planning (ERP) system, the companys top management was unaware of the potential pitfalls it would encounter. ERP systems are management information systems that incorporate and automate many of the practices linked to general operations and production of a company, including manufacturing, logistics, distribution, inventory, shipping, invoicing and accounting. An ERP system is integrated with a relational database system that, when implemented effectively, can improve the efficiency of the organizations business processes. However, the process involves extensive employee training and retraining and the development of modified or new work procedures. Due to the cross-functional and extensive nature of the ERP system, all functional departments must be involved in operations and productions. The benefit of an ERP system for Hershey is the systems effectiveness in improving and automating much of the processes linked to the supply chain while improving timelines for shipments. Hershey opted to implement SAP because of its reputation as a leader among IT solutions in the early 1990s. Hersheys initial attempt to implement SAP spanned over three years and was conducted during the companys peak periods. The implementation process was to be completed over a period of time to allow the company to continue production and sales; however, the complications that Hershey faced hindered its productivity and sales. The impact of such a drastic change during the peak sales period created a major setback resulting in a significant loss in profits and sales (Analyzing n.d.). The company maintained full compliance with the vendor during the implementation process. However, the problem stemmed from timing issues. Hersheys choice to implement the change during its peak period provided detrimental to production and sales and put the overall organization at risk. In retrospect, the companys primary errors were related to the timing of the planned implementation and the implications regarding workloads. Based on the companys sales history, Hersheys top management should have been aware of the risks implementing a major solution would have on the organizations processes. The impact was felt at all levels, particular during periods when confectionary products are in highest demand. The companys order processing systems were impacted the most. Retailers complained that orders were not received, were delayed or that the wrong products were received (Stedman 1999). The relationship between Hershey and its customers were bruised and trust was dwindling. The fiasco opened the door for competitors to step in and take up the slack Hershey left in the marketplace. As a result, Hersheys annual sales plummeted and the competitors annual sales soared. When implementing an ERP solution, the initial planning process is most important. Hersheys top management was aware of peak sales periods; therefore, the authorization to proceed with a drastic organization-wide change was the first error. The initial proposal for implementation should have raised red flags among the companys executives, but the plans moved forward and the result was devastating for the company, its customers and employees. The use of IT should yield results opposite of what was achieved at Hersheys. IT, particularly ERP systems, are designed to create barriers to competition, lower the costs of market entry, shorten timelines, speed cash flow, cut out intermediaries, build bridges, and keep the organization better informed than its competitors (Benson and Standing 2002). Technology, in the context of organizations similar to Hershey, can change production, business processes and organizations, including the potential to change and maximize the potential of social structures and interactions (Benson and Standing 2002). When contemplating IT changes the organizations management must pay close attention to the areas of the business that may be impacted by the change. Despite the belief that success in one area of business usually comes at the cost of another, this does not have to be true (Benson and Standing 2002). Understanding the organizations strengths and weaknesses aids in the planning process. Management will then be able to plan for potential obstacles and implement an alternative before complications put the organization at risk. Under the same premise, Hersheys decision to implement SAP was not the problem, poor management and ineffective planning was the companys major problem. Hersheys error was linked to ineffective restructuring of its business processes and the amendments needed to accommodate the companys production during the ERP implementation period. Furthermore, the company pushed to implement a process in 30 months when the typical implementation process averages about four year s. The rapid implementation attempt disrupted the companys normal functioning and created mass confusion and conflict at both an internal and external level. Since [Hersheys] attention was wholly diverted to ERP, it was not possible to rectify the uncertainties that emerged in the business as a result of ERP (Analyzing n.d.). The companys efforts, although limited, were unbalanced. Hershey found it difficult to focus on both the regular processes of conducting business and the ERP implementation. The result was a reduction in sales, irate customers, conflict among employees, and a growing reputation as a vendor that could not be trusted. The situation was worsened at the end of the 30 month period when Hershey realized the implementation was not effective because the ERP systems were not working in full capacity due to some final touches which were not done (Analyzing n.d.). The optimal solution for ERP implementation is to plan the process around an organizations peak periods. If Hershey had begun the implementation process during slow periods, the outcome would have been different. However, the impact of missing final touches would still be an issue. Again, the fault falls to the companys management team, who is ultimately responsible for ensuring that such major changes begin only when the company is least vulnerable. Implementing during slow market periods gives the company the time needed to make the change, to prepare its departments and respective employees for the change, and emerge stronger than before the change was made. Evaluation of Alternatives ERP is a complex process that requires stringent maneuvering and processing within the organization. Prior to beginning the ERP implementation, Hershey should have put more effort into ensuring the success of the process. Hershey should proceed with the process only after researching and planning to ensure that ample time and efforts needed to achieve successful change was possible. Instead, Hershey chose to proceed during a time when its sales were highest and risks were compounded. Most disturbing is that the company was no stranger to implementing IT processes. In the past, Hershey had implemented a CRM solution, so it should have been aware of the complications that can arise. The company simply chose the wrong time to implement the ERP solution, and timing is everything. In the contemporary business world, particular amid a time of rapidly advancing technology, Hersheys main focus should be on maintaining productivity. However, the use of ERP solutions is a must to meet the growing demands of the consumer. Customers want easy ordering options, fast order processing, and rapid order receipt. The ERP system is designed to improve these functions in businesses but for an effective implementation process that will yield the desired results, the company must carefully choose the time for the implementation process -even if that means dividing the process into stages. By segmenting the implementation process, Hershey would meet its objectives of a streamlined IT process while maintaining productive operations and retain satisfied customers. An ERP system can help increase a businesses efficiency, which increases customer satisfaction. Instead of focusing on independent departments for processing and meeting objectives, the ERP system streamlines the process from production to shipping and beyond. Prior to beginning the ERP implementation Hershey should have met with department heads who, in turn, would explain the upcoming processes including how the implementation process would impact production within the company. From there the employees would be knowledgeable in how to handle issues that could arise (e.g. order fulfillment issues, shipping, et al). Overall, the bottom line is to plan accordingly so that the ERP implementation process can be effectively achieved while the organizations regular processes are not negatively affected. Inadequate training is a common factor in ERP implementation failure. Hershey failed to train its employees on how to handle potential changes that would occur during the implementation process, while also preparing for training for the new system. All the way around, management failed. While pre-implementation research and planning is one alternative to effective implementation, the companys management team should have been more diligent in handling its responsibilities for the organization. Therefore, the company should have taken a closer look at its management team to determine where the error originated. The complications originated at the management level creating a domino effect where the companys individual departments were impacted and the customer was left in the cold. In a customer-driven market it is not the product or service that matters most; instead the greatest value rests in how the customer perceives their overall relationship with the company. It is the value factor. The management team should have been aware of the customers view; then it should have approached the implementation process accordingly to ensure the customers needs were not ignored. In retrospective, Hersheys management team should have known, prior to the ERP implementation, how the company would maintain customer satisfaction during the process. Both internal and external factors should have been better analyzed. Hershey failed to analyze the very components that achieve customer satisfaction. Management should have focused its change in a way that would not jeopardize its relationship with current customers, their use of the companys products, and their impression of Hersheys service. The information obtained during the pre-planning phase is more important than the overa ll projected change since this information is a guiding point for successful ERP implementation. Recommendations When Hershey decided to implement an ERP system, it failed to analyze the companys history of peak sales periods and plan the implementation process around the most productive periods. Instead, the company began implementation during its peak period which resulted in overload among its workforce nd complications within production and shipping that led to a significant loss of sales, a tarnished reputation, and a loss of trust among its customers. The decision to implement an ERP system was a good idea but the timing was wrong. Timing is everything, especially when the risks involve not only the organization and its employees but retaining customers. Furthermore, Hersheys management team failed to consider its supply chain management functions and the outcome was chaos within the internal and external processes associated with production, order fulfillment, and shipping. The onset of pre-planning begins with reviewing the companys current balance (Caruso 2007). When management has a v iew of what it takes to keep the organization productive, then the planning phase can begin. When accurate planning is achieved the risks to the organization are minimized. Studies reveal that one of the most common reasons the implementation of change results in failure is linked to unplanned or under planned phases of implementation. Planning is crucial for effective implementation of an ERP system. However, there is no universal single point of failure linked to unsuccessful ERP implementations. In the case of Hershey, however, the causes are directly linked to efforts that are easily remedied: inadequate training, corporate culture, timeline flexibility, and unrealistic expectations. Hershey has since worked hard to ensure the same mistakes are not repeated. Its current management team is more in tune to the needs of all the organizations stakeholders. Adequate training within Hershey has become paramount to all other functions. The companys management team realizes that inadequate training, particularly at the management level, is a leading cause of organizational failure. Now, the company focuses on how to do business differently, rather than training on new computer software. While training for the ERP system was a focus, it was not the predominant focus. Hershey learned the hard way that change had to be made internally before an ERP solution could be effective in streamlining its internal and external processes. Many ERP projects are bound to fail because employees are not trained to handle the factors that come with change. Timeline flexibility is imperative to success, as well. In its subsequent attempts to streamline operations, Hershey worked to ensure t hat the system was fully tested and ready for implementation to avoid negative consequences similar to those the company experienced in 2002.

Hindu Gods in the Rig Veda :: essays research papers

The Hindu Tradition 1.) Agni Agni is mentioned as many different things such as: the household priest king god of sacrifice, most brilliant leader of all gods, wish granter, shines up in darkness, guardian of the order, lord of power and master of sacrificed food, always included in sacrifices to other gods, favorite priest, sharp sight of a poet, great speaker who inspires all with his shining speech, the first god to rejoice in human friendship, lord of tribes, the chief priest who finds riches and a combination of Indra (the strongest of all except Agni) and the wide striding Vishna who is worthy of reverence. Worshippers of Agni want to: hold a safe household, find riches and treasure, grow as a person in wealth and happiness, give animal (human?) sacrifice to him, be inspired by his speeches, protection of their tribes and always be granted what they wish for. Angiras Angiras was mentioned just once in this text as the mediator between heaven and Earth. This name is related to the English word: Angel. Varuna Varuna was said to have spread out the Earth, extended the air above the trees, put strength in horses, milk in cows, will power in the heart, fire in waters, the sun in heaven, Soma upon the mountains, caused rain by pouring his leather bag, moistened the Earth, to be the magic (maya) worker and measured the Earth to the Sun with a measuring rod. Worshippers of Varuna ask for reconciliation from him and forgiveness of sins or offenses. Mitra and Aryaman These two were listed but there were not any writings about them except that they did have powers. I wonder whether Aryaman is the Leader of the gods for the Aryan people or tribe. Manu The first man on Earth according to the Rig Veda, he is the Clan founder or Adam, Noah, Abraham or Moses. He is only listed on these texts. Indra Indra is mentioned in these texts as: the bull, the strongest of all that exist (except Agni), he is one of the most honored besides Agni, the warrior king of 33 gods of Manu, wielder of thunderbolt, a killer of dragons, killer of the first born dragon, overpowering the wily tricksters, the god who brought forth the sun, heaven and dawn, not having anymore enemies after Vritra, the greatest enemy of Indra, who challenged Indra, who is without shoulders. Indra killed Vritra with a thunderbolt, broke his nose and crushed him.

Carl Friedrich Gauss :: essays research papers

Carl Friedrich Gauss   Ã‚  Ã‚  Ã‚  Ã‚  Carl Friedrich Gauss was a German mathematician and scientist who dominated the mathematical community during and after his lifetime. His outstanding work includes the discovery of the method of least squares, the discovery of non-Euclidean geometry, and important contributions to the theory of numbers.   Ã‚  Ã‚  Ã‚  Ã‚  Born in Brunswick, Germany, on April 30, 1777, Johann Friedrich Carl Gauss showed early and unmistakable signs of being an extraordinary youth. As a child prodigy, he was self taught in the fields of reading and arithmetic. Recognizing his talent, his youthful studies were accelerated by the Duke of Brunswick in 1792 when he was provided with a stipend to allow him to pursue his education.   Ã‚  Ã‚  Ã‚  Ã‚  In 1795, he continued his mathematical studies at the University of Gà ¶ ttingen. In 1799, he obtained his doctorate in absentia from the University of Helmstedt, for providing the first reasonably complete proof of what is now called the fundamental theorem of algebra. He stated that: Any polynomial with real coefficients can be factored into the product of real linear and/or real quadratic factors.   Ã‚  Ã‚  Ã‚  Ã‚  At the age of 24, he published Disquisitiones arithmeticae, in which he formulated systematic and widely influential concepts and methods of number theory -- dealing with the relationships and properties of integers. This book set the pattern for many future research and won Gauss major recognition among mathematicians. Using number theory, Gauss proposed an algebraic solution to the geometric problem of creating a polygon of n sides. Gauss proved the possibility by constructing a regular 17 sided polygon into a circle using only a straight edge and compass.   Ã‚  Ã‚  Ã‚  Ã‚  Barely 30 years old, already having made landmark discoveries in geometry, algebra, and number theory Gauss was appointed director of the Observatory at Gà ¶ttingen. In 1801, Gauss turned his attention to astronomy and applied his computational skills to develop a technique for calculating orbital components for celestial bodies, including the asteroid Ceres. His methods, which he describes in his book Theoria Motus Corporum Coelestium, are still in use today. Although Gauss made valuable contributions to both theoretical and practical astronomy, his principle work was in mathematics, and mathematical physics.   Ã‚  Ã‚  Ã‚  Ã‚  About 1820 Gauss turned his attention to geodesy -- the mathematical determination of the shape and size of the Earth's surface -- to which he devoted much time in the theoretical studies and field work. In his research, he developed the heliotrope to secure more accurate measurements, and introduced the Gaussian error curve, or bell curve. To fulfill his sense of civil responsibility, Gauss undertook a geodetic survey of his country and did much of the field work himself. In his theoretical work on surveying, Gauss developed

Solar Energy Essay -- A Level Essays

Solar Energy ~Some history, types, and facts~ In this modern fast paced world that we live in, there are many issues that are looked over, energy is one of these. As a world, we are dependant on dwindling fossil fuel supplies and take for granted electricity, oil, and gas. There are four completely renewable sources of energy around us that should be used and developed, they are: wind, growing plants, flowing water, and the sun. These sources of energy are the ones we should be tapping, because they are reliable and renewable. Harnessing the suns energy is the most certain and ultimate energy source. Looking at a brief history and some facts about solar energy, a glimpse of the future can be seen, a future not dependant on fossil fuels. Using the sun for its heat and energy is not a new idea. It has been around for thousands of years. The first record of sun being utilized for energy and heat dates back to 400 BC. The Greeks designed their buildings and oriented their houses to utilize the sun during the winter and obscuring its hot rays during the summer. The Romans then continued on with harnessing the suns energy by developing window glass that allows the sunlight to come in, but traps solar heat. The Romans even put the sun in their legal system as to make sure that every house had so much access to the sun. The first solar water heaters came into play in the 18th century. A French-Swiss scientist in Maryland did an experiment to see how much heat window glass would actually trap. By building a box and putting different glass tops on it, he learned he could reach the boiling point inside the box. Another person developed this idea and decided to put tanks of water into them, and sure enough that w... ... on the fuel supplies and political alliances that are very uncertain. From the history of solar energy, and the present developments, having your own solar power is very attainable for everyday life. Bibliography Facts Regarding Solar Energy. http://www.solar.org.uk/ecoshop/pages/seido1.htm. 2002 Fossil Fuel Consumption. http://zebu.uoregon.edu/1999/ph161/l10.html History of Solar Energy. http://www.solarenergy.com/info_history.html. History of Solar Energy, Revisiting Solar Power’s Past. http://www.abc.net.au/rn/science/earth/stories/s225110.htm. Charles Smith. 1995. How Stuff Works. http://people.howstuffworks.com/hydrogen-economy1.htm Komp, Richard J. Practical photovoltaics, electricity from solar cells. 3rd edition. aatec. 1995. Solar Energy Basics. http://www.eere.energy.gov/RE/solar.html. U.S. Department of Energy.2003.

Kohlberg’s Moral Judgment Model

The focus of Lawrence Kohlberg’s Moral Judgment Model is to investigate and assess how the concept or consciousness about morality arises and what constitutes this perception about morality. He provides six stages of development which explains how a child obtains and develops his own idea of moral action. When a child experiences a dilemma in which he or she must be able to come up with a particular decision and actualize it, Kohlberg tells that the child’s judgment could be explain through his model. The first three stages are crucial for the reason that the child’s response is dependent on his or her initial orientation on morality. The first stage explains that a child’s response might be based on the idea of obedience and punishment. The child would act in such a way that he or she obeys what the immediate authority imposes to him or her (e. g. rules set in the house or in the school). The right action for the child would be if he or she is able to follow the rules which would also make him or her free from any form of punishment. The child would assert that he or she must not such and such acts to prevent being punished. The second stage is when the child realizes that his or her actions, whatever they are, have equivalent consequences. If he or she would act like this for the benefit or harm of others he or she might think that the same thing would be done for or against him or her. In short, his or her actions would be based on how he or she perceives the result of his or her actions which is still directed towards his or her own interests. The third stage explains that the child in this period learns that it is not all about him or her or not always geared towards his or her own satisfaction. In this stage, the child becomes conscious about how others perceive him or her. Thus, his or her actions are not just dependent on what he or she likes but also on how others would see him or her as a moral person. The child would think that â€Å"I ought not to tell a lie because others will see me as a bad person for doing so. † In short, the concept of conventional morality starts at this point.

Social Policy stigma

Social Policy Theories and Concepts Essay What do you understand by ‘Stigma' and do you agree that social policies can stigmatize people? If so, what is the solution? In this essay I will discuss what my understanding of the word ‘Stigma' is, whether I agree or not if social policies stigmatize certain groups of people and if so, what are the solutions to these stigmas attached to these groups. â€Å"Stigma is a mark of disgrace that sets a person apart. When a person is labelled by their illness they are seen as part of a stereotyped group. Negative attitudes create prejudice which leads to negative actions and discrimination† (www. entalhealth. wa. gov. au). In modern society, stigmas are nearly almost of a negative kind. They have a negative effect on those being stigmatized and can cause experiences and feelings such as; shame, blame, hopelessness, and distress. â€Å"In every branch of the social services, some provisions are stigmatizing and others are not; but the reasons for the pattern of stigmatization are not immediately clear† (Spicker, Stigma and Social Welfare p. 36). Because stigma is socially onstructed, it varies from setting to setting, there are many different types of groups in society which all react differently to the stigmas which are appointed.All of these different reactions must be considered when planning social policies. In every different society not everyone is going to be content with policies that are made, some may stigmatize groups of people and the groups who have been victims of certain stigmas will also have feelings of discontent, hopelessness and distress. Erving Goffman, one of the most important sociologists of the twentieth century, efined stigma as â€Å"the process by which the reaction of others spoils normal identity'. (Nettleton, 2006: 95).Goffman believes that there are three types of social stigmas, including: 1 . Stigma of character traits 2. Physical Stigma 3. Stigma of group identity Goffman considers the stigma of character traits to be â€Å"blemishes of individual character perceived as weak will, domineering, or unnatural passions, treacherous and rigid beliefs, and dishonesty, these being inferred from a known record of, for example, mental disorder, imprisonment, addiction, alcoholism, homosexuality, nemployment, suicidal attempts, and radical political behavior. The physical stigmas he refers to are different bodily formalities. When Goffman refers to the ‘stigma of group identity he is referring to being of a particular race, nationality, religion etc. whether or not a person understands or agrees with stigmas, they are passed on from one generation to the next, thus there will always be certain stigmas associated with certain groups of people. Stigma nowadays, would be considered a central issue in relation to social welfare and social policy. When discussing stigma, it s important to mention the Poor Law. The stigma of the Poor Law is renowned. In the past and in many cases still today, people often Judged others who claimed money trom the state in the torm ot benetl ts and there was a policy that mar ed k these people off from others in society. This left us with the debate whether or not welfare should be provided, to whom it should be provided and what kind of welfare? This concept of the â€Å"undeserving† and â€Å"lazy' public who refused to work was thought to be ethically corruptible by people relying on the state and not seeking to improve their ndependent source of income or by any policy of substantial kindness. The last remnants of the Poor Law were scrapped in 1948. The stigma of pauperism, which had seemed to be the result of a conscious policy, has proved resilient to eradication. † (Spicker, Paul, Stigma and Social Welfare, 1984, p 9) over the past few years, people have begun to move away from the idea of the Poor Law and have begun to accept how social policies deal with groups of people who do not receive adequate independent income, although there will always be slight stigmas attached o these groups. It is hard to understand why this is so, when cautionary policies have been deserted, right to benefits established, and the administration of benefits has significantly changed.As Goffman has explained, stigmas can be carried in two different ways; stigmas can be discredited or discreditable. Discredited stigmas are those that a person cannot stop everyone else from knowing, for example stigmas that may be associated with a certain race or the use of a wheelchair whereas, discreditable is when a person believes that the general public do not know about heir stigma, due to the fact that it cannot be seen and is not distinctively obvious, for example, their sexual orientation or their religion. Kennedy, P (2013) Key Themes in Social Policy). I believe that social policies do and do not stigmatize certain groups of people. I think that the majority of the time the social policies that some may say attach stigmas to groups are Just highlighting the stigmas that already exist. I think that the Irish government have created a durable system so as to prevent negative stigmatization. Unemployment benefit in Ireland is very generous, for this reason eople often attach negative stigmas to those who receive it.Many believe that those who receive unemployment benefit have little motivation to find employment because they are so well funded, this also leads to many of them being stuck in the poverty trap. The government started an initiative to encourage unemployed people to seek work. This initiative is a government-funded agency known as ‘F†¦S'. The government creating this agency and many unemployed people using it to gain training for future employment should reduce the negative stigmas that are attached o those receiving unemployment benefit.Thus I consider that this initiative is a good solution to the stigmatization of unemployed people in I reland. People may often feel stigmatized if the way in which they act is different to what are known as ‘norms'. This is definitely not fair or Just but it will always exist within society. For example, although our society is changing and gay people are becoming more and more accepted in society, there are most definitely those who see them as different and do not accept them. Whether this is right or not does not take away from the fact that it appens.As a result, gay people will feel stigmatized because of their sexual orientation. This can be because of social policy because it is not the way in which we are told to behave and is not seen as a ‘norm'. As regards to these sort of stigmas, they will always exist within society for the first number of years until it becomes a more regular and frequently occurring thing. Thus I believe that there are not any solutions to these torms ot stigmatizations . For the reasons that I nave discussed, I would agree that some soci al policies have caused stigmatism.