Paper on THE KORAN and how it deals with 3 issues listed below Research

On THE KORAN and how it deals with 3 issues listed below - Research Paper Example According to the Muslims the words of The Koran are indisputable and can never be changed by a human being. Various researches, conducted across the world, showed that the words of The Koran are the same as they were at the time of revelation i-e fourteen hundred years ago. The Koran covers many themes but we are going to discuss three chief subjects discussed in The Koran. They are Suicide, Holy War (Jihad) and the use of Alcohol. By going through the various verses of The Koran, we find it lucid and apparent that the suicide is austerely banned in The Koran and there are no exceptions to it. The philosophy of The Koran Says that life is a beautiful thing and it is the gift of Almighty Allah to the human being. It furthers describes that only Allah has the right to take his gift back. No human being is allowed to do so. And if he does, he will face the Wrath of Allah. Not only this that particular human being will never be allowed to enter the paradise. As the Last Prophet Muhammad Says Though it is clear that suicide is strictly forbidden in Islam, but sacrificing life in the Holy war (Jihad) is allowed in Islam. In fact according to The Koran one who fights for the prosperity and the advancement of the religion and sacrifices his life, he will not only be given direct entrance to the paradise but he will also be blessed by the Almighty Allah. â€Å"And fight them on until there is no more tumult or oppression, and there prevail justice and faith in Allah; but if they cease, let there be no hostility except to those who practise oppression.† [Al-Qur’an 2:192-193] It should also be noted that Allah has allowed this Holy war only against the forces of terror and corruption not against the normal and innocent human being. It does not matter to which religion they belong. There are various type of Jihad described in Islam. Jihad varies from pen to

Inanna vs. Oedipus Rex Essay Example for Free

Inanna vs. Oedipus Rex Essay She wondered: How long will it be until I have a shinning throne to sit upon? How long will it be until I have a shinning bed to lie upon? The huluppu-tree is a metaphor of Inanna herself. The trees growth symbolizes Inannas growth in her own life. When she mentions that she wants to make a thrown and bed for herself, she is foreshadowing her destiny of becoming a queen. This was her first test in becoming a leader. A leader needs to know how to be responsible for something or someone. They need to show that they care and can put forth tremendous effort toward what is important. In many instances through out the story, Inanna showed responsibility and maturity, but this was her first sight of it. After a couple years of waiting for the bark to split so that she can build her thrown and bed, A serpent who could not be charmed made its nest in the roots of the huluppu-tree. The Anzu-bird set his young in the branches of the tree. And the dark maid Lilith built her home in the trunk. (Pg. 6;Lines 1-4) The three things that built their home in the tree was the next test that he needed to overcome so that she can start her life in becoming a woman. When these struggles started in her life, she knew that she couldnt do it alone, so she asked for help. She first asked her brother Utu, The Sun God. He would not help her. So she then asked her other brother, Gilgamesh who agreed to help. He put on his armor and grabbed his bronze ax and entered Inannas holy garden. He struck the serpent and then the Anzubirds flew away. Finally the Lilth smashed her home and fled. Gilgamash then carved a throne and bed for Inanna using the tree trunk. This portrays a strong leadership quality in Inanna, which is openness. A leader needs to be able to listen to new ideas, even if they do not conform to the usual way of thinking. They need to be able to know that sometimes they might not be right, and have to listen to someone else. Inanna knew she couldnt do it on her own, and she needed help. Asking for help was a learning step for her in maturing her leadership qualities. Oedipus showed different leadership qualities as Inanna, which were determination and integrity. When the plague hit the town the second time, Oedipus as determined to end it. Just as he did when he first entered the town and solved the riddle. He sent many men out to find who killed the king and promised the town that he would find this man and end the plague. Ironically, who he was looking for was himself. He was the murderer of the king and the husband of his mother. When his guilt, no longer see those they should never seen, nor see, unseeing, those he had longed to see, henceforth seeing nothing but night To this wild tune he pierced his eyeballs time and tie again, till bloody tears ran down his beard. (Pg. 1 ;Lines 7-12) Oedipus was a very strong leader. He put an exceptional amount of effort and responsibility towards the people of the city. He was determined to end the plague for his people of Thebes. When he found out that he was the man he was looking for, he punished himself. Instead of killing himself, he pierced his eyes out so he has to live the rest of his life knowing that all of his answers were right in front of him, but he couldnt see it. This is why he was a great leader. He had the most power in the whole city and could have easily accused someone else. Yet he punishes himself Just as would if it was another man. This shows a great amount of integrity. He never veered from his inner values, even when it was expeditious to do so. I think that Inanna has better leadership skills than Oedipus because she is more experienced. Oedipus has natural leadership qualities. Inanna was tested throughout her life, which made her a stronger leader. The one part of her life that made her a better leader than Oedipus was when she decented herself to the underworld. My Lady abandoned heaven and earth to decened to the underworld. Inanna abandoned heaven and earth to decened to the underworld. She abandoned her office of holy priestess to decened to the underworld. (pg. 52;Lines 4-6) This shows great leadership qualities. She was striving so much to be great, she never experienced the difficulties of life. So she descended herself so that she can experience the other side of life. This was the biggest step into making her the leader that she was. Oedipus is nothing like Inanna in the sense of leadership. Through out the story of Inanna, she works to achieve royality, experience both sides of life and doesnt help nyone but herself on the way..

Portrayal Of Drugs In Television And Movies

Portrayal Of Drugs In Television And Movies Television seems to glorify drinking alcohol and the use of nicotine whether actors are bellying up to Joes Emerald City Bar in Greys Anatomy or swigging a martini at MacLarens on How I Met Your Mother, (McKean, 2006) television seems to say drinking alcohol is sexy, popular and okay. Alcohol gets free exposure on prime-time television. In shows such as CBS Two and a Half Men, Foxs Happy Hour and ABCs Brothers and Sisters, cocktails and cigarettes have replaced the usual cup of coffee after work. These shows portray negative messages that drinking after work or at social gatherings is socially accepted. Reality shows such as Intervention and Celebrity Rehab depict the full range of alcohol and illicit drug use with real life footage of heroin, crack cocaine, meth and other addictions. These shows illustrate the physical and mental destruction of what can happen to a person when they use drugs. Shows such as Intervention and Celebrity Rehab show the downfall and the reality of drug use. While other shows seem to venerate the use of alcohol with humor and sex, these shows depict how strong addiction can be and how families are affected by drug use. Shows such as these send a strong message to viewers about the realities of drug use and the reality of treatment. There is no pretty picture painted about an easy recovery neither does it glamorize a cool picture of heroin, meth, crack, inhalants and alcohol. The reality is clear, it sends the message dont do drugs because this is what will happen to you, your family and your life. A positive aspect of the prime time television and alcohol use is that when an underage person is depicted as using alcohol they portray the consequences and turn into a positive learning experience. The negative aspect of alcohol and drug use in television is that it sends a negative message to teenagers, its says its cool to drink and smoke. According to Kids Health.com kids and teens ages eight to eighteen spend nearly four hours a day watching television ( The Nemours Foundation, 2010). This is about three times the time amount they spend listening to the radio. Children are greatly influenced by what they watch and many of them idolize stars from these shows and want the mimic what they watch, especially if the use of alcohol, nicotine and illicit drugs are glamorized. These shows depict unsafe behavior and often there are no consideration about the consequence of on the use of alcohol, smoking and use of drugs. Alcohol and nicotine seem to be a favorite among prime time shows; illicit drug use is mostly portrayed in movies. Illicit drugs use and alcohol are hyped up in movies more so than in prime time, but some movies also send a message how drugs can lead to destruction and the struggle to overcome addiction. In 1995, The Basketball Diaries staring Leonard DiCaprio portrayed the true story of Jim Carroll a teenagers struggle with heroin addiction whose only desires are the game of basketball and heroin. In The Basketball Diaries Jims the only escape from a best friend that is dying and a coach who is a child predator is heroin. In a downward spiral Jims addiction for heroin leads him into the streets where he steals, robs and prostitutes himself. It is only through a friend and his relentless pursuit of his desire for Jim to be clean that he overcomes his addiction and fulfills his dreams. The message in The Basketball Diaries relays how drug addiction can destroy your dreams lead you int o a path of crime and self destruction. The message in this movie was a detail of how a lifestyle can easily be misled through the use of drugs and the struggle a person will have to take to overcome that addiction. This move portrayed a very effective message; drugs can destroy all your dreams, lead you into a life where basically you would sell your soul to get your next hit. It also showed the struggles to overcome addiction and how positive your life can become once you decide to make positive choices in your life. As much as alcohol and drug use may be glorified in prime time television, there are also antidrug advertisements that try to educate parents and children on peer pressure and the effects of drug use. In 1998 Congress created The National Youth Anti-Drug Media Campaign in collaboration with Partnership for a Drug-Free America the goal of this campaign is preventing and reducing youth drug abuse across the nation. The main goal of this campaign is to create advertisements that deliver antidrug use and the dangers of that behavior to youths. According to The Partnership Attitude Tracking Study (PATS) 2009 there is a correlation between increased teen exposure to anti-drug messages on television and a decreased likelihood of trying drugs over the past ten years. Four out of ten teens agreed that anti-drug messages made them more aware of the risks of using drugs and less likely to try the drugs (Drug Enforcement Administration, 2010). In one of the many advertisement the campaign has pr oduce, The Human Puppet the advertisement depicts a girl is passed out on a chair with her friends gathered around her, they are painting her face and have strapped her arms with scarves and are moving her hands as she is a puppet. The girl is in an unconscious state and never reacts to what her friends are doing to her they make reference to the fact that she is passed out and thrashed and that she will have a major headache in the morning. Eventually they walk away from her, leaving her slumped in the chair (The National Youth Anti-Drug Media Campaign, 2009).This was an excellent advertisement, and depicted the reality of what can happen when you consume alcohol as a teenager and the embarrassing situations that you place yourself in. The advertisement also pointed out the reality of what your friends can and will do to you when you passed out from alcohol use. The one weakness that was noted in this advertisement was that some kids may think that it was more humorous than educati onal. There should have been more depiction of what can happen when a kid drinks too much alcohol such as loss of body function or alcohol related illnesses. Overall these campaigns have been shown to work The National Youth Anti-Drug Media Campaign began in July 1998 and its primary focus was on reducing marijuana use among adolescents. The data collected from the beginning of PATS in 1998 compared to the data collected in 2008 shows that the use of the media campaign has significantly increased the teen awareness and decreased the use of marijuana in teens (Drug Enforcement Administration, 2010). The policies that are in place to deal with the portrayal of drug addiction are planned through The Office of National Drug Control Policy (ONDCP), the primary function of this office is to establish policies, priorities, and objectives for the Nations drug control program. The goals of the program are to reduce illicit drug use, manufacturing, and trafficking, drug-related crime and violence, and drug-related health consequences (Office of National Drug Control Policy, 2010). The policies that have been established for drug addiction are the following that were obtained from the Criminal Justice Policy Foundation: Americans For Safe Access (ASA) an aggressive grassroots campaign working to push the Bush administration off its anti-medical marijuana crusade and allow states the right to choose and govern medical marijuana laws. Common Sense for Drug Policy (CSDP) a non-profit organization dedicated to expanding discussion on drug policy and raising questions about existing law and educating the public about alternatives to current policies. Criminal Justice Policy Foundation (CJPF) a non-profit foundation working on innovative solutions to problems facing the criminal justice system. Drug Policy Alliance (DPA) the nations leading organization working to end the war on drugs. Drug Reform Coordination Network (DRCNet) opposes the prison-building frenzy and supports rational policies consistent with the principles of peace, justice, freedom, compassion and truth. Human Rights and the Drug War a multi-media project that combines the stories and photos of Drug War POWs with facts and figures about the US Drug War, to confront the conscience of the American people and encourage individuals to take action for social justice. Institute for Policy Studies (IPS) a progressive think-tank with a project on U.S. drug policy and U.S. involvement in Colombia. Interfaith Drug Policy Initiative (IDPI) organizes people of faith to promote drug policy reform; i.e., moving from prohibition laws toward reasonable and compassionate drug regulation, education and treatment. Judges Against the Drug War provides an extensive online database of judicial opinions critical of the governments War on Drugs. The database represents judicial dissent against drug prohibition in state and federal jurisdictions from 1970 to the present date. Law Enforcement Against Prohibition (LEAP) current and former members of law enforcement who support drug regulation rather than prohibition. Marijuana Policy Project (MPP) works to minimize the harm associated with marijuana both the consumption of marijuana, and the laws that are intended to prohibit such use. Multidisciplinary Association for Psychedelic Studies (MAPS) non-profit research and educational organization that assists scientific study of the risks and benefits of MDMA, psychedelic drugs and marijuana. National Drug Strategies Network (NDSN) coalition of organizations that offer information about drug control strategies. National Organization for the Reform of Marijuana Laws (NORML) a nonprofit public-interest advocacy group that represents the interests of the tens of millions of Americans who smoke marijuana responsibly. Parents Ending Prohibition Parents Ending Prohibition is a non-profit organization, designed to bring together parents and other concerned citizens to protect our children from the devastating harms created by our nations war on marijuana. Students for Sensible Drug Policy (SSDP) working to involve youth in the political process, and promoting an open, honest, and rational discussion of alternative solutions to our nations drug problems. Unitarian Universalists for Drug Policy Reform (UUDPR) a continental coalition of Unitarian Universalists leading the denominations efforts to develop and promote more just and compassionate drug policies (Criminal Justice Policy Foundation, 2010) In addition to these policies The Federal Communications Commission (FCC) is an independent United States government agency. The FCC was established by the Communications Act of 1934 and is charged with regulating interstate and international communications by radio, television, wire, satellite and cable (The Federal Communications Commission, 2009). The division of the FCC that administers policies and license is the Media Bureau. This office controls what is viewed on television and although there are some limitations due to the First Amendment Act. The Food and Drug Administration (FDA) is another office that regulates how drugs are portrayed on television. The FDA monitors how pharmaceutical companies advertised their drugs on television. Pharmaceutical companies are allowed to claim the benefits of their product but they must also provide a website or referenced publications where consumers can find out more details regarding the products (Mosher Akins, 2007, p. 345). In 1994 T he Dietary Supplemental Health and Education Act was passed, this act established policies on the sale and advertisement of dietary aides on television. The influence that television has on our youth today is overwhelming and it is important that use of drugs, whether legal or illegal are monitored and regulated. The government as well as parents and guardians have a responsibility towards our future generation and it is important that we influence our children in the right direction.

Good Earth :: essays research papers

In the book The Good Earth by Pearl S. Buck, the fall of the House of Hwang and the rise of the Wang family was shown. The story completed a â€Å"circle of life†, with Wang being the center of the circle. While Wang at first was intimidated, he also looked down on the House of Hwang, he soon found that when his family became rich, his house fell onto some of the same â€Å"curses†. In both houses, a lack of love for the land was highly noticeable (except for Wang Lung), opium was used, slaves were bought and sold even though Wang first opposed slaves, and the future heirs wished to sell the land for money but at the same time lose their support for if the house should fall.   Ã‚  Ã‚  Ã‚  Ã‚  When the House of Hwang was in power, Wang noticed how they had a complete lack of love for the earth. They had to constantly sell pieces of land to pay their immediate debts, but by doing this they gave away their support if a dark time should fall upon the house. Wang knew that this would be the downfall of the house, so he bought the land from the house. After the House of Hwang fell, the House of Wang came to power. Wang kept in mind his whole life that without the good earth, he was nothing. Wang worried when he noticed that his sons lacked his love for the land. Wang was disturbed to think that when he passed away his sons would sell the land, and his family would succumb to the same fate of the Hwang house; as shown on page 37 when Wang said, â€Å"Sell their land!...Then indeed are they growing poor. Land is one’s flesh and blood†.   Ã‚  Ã‚  Ã‚  Ã‚  Opium usage was a major role in the downfall of the Hwang house. The Old Mistress was heavily addicted to the drug, and in her desire for the drug, she drove her house â€Å"into the ground†. On page 39, Wang was paying the Gate Keeper for the land he was purchasing and the Gate Keeper said â€Å"Here is enough for a few days of opium for the old lady, at any rate†. For the House of Wang, opium became almost a relief for Wang when he devised his plan to rid his family of his Uncle and his wife. He could not cast out his Uncle because he was providing protection from marauders. Keeping this in mind, Wang then gave his Uncle and the Uncle’s wife some opium hoping that they would Good Earth :: essays research papers In the book The Good Earth by Pearl S. Buck, the fall of the House of Hwang and the rise of the Wang family was shown. The story completed a â€Å"circle of life†, with Wang being the center of the circle. While Wang at first was intimidated, he also looked down on the House of Hwang, he soon found that when his family became rich, his house fell onto some of the same â€Å"curses†. In both houses, a lack of love for the land was highly noticeable (except for Wang Lung), opium was used, slaves were bought and sold even though Wang first opposed slaves, and the future heirs wished to sell the land for money but at the same time lose their support for if the house should fall.   Ã‚  Ã‚  Ã‚  Ã‚  When the House of Hwang was in power, Wang noticed how they had a complete lack of love for the earth. They had to constantly sell pieces of land to pay their immediate debts, but by doing this they gave away their support if a dark time should fall upon the house. Wang knew that this would be the downfall of the house, so he bought the land from the house. After the House of Hwang fell, the House of Wang came to power. Wang kept in mind his whole life that without the good earth, he was nothing. Wang worried when he noticed that his sons lacked his love for the land. Wang was disturbed to think that when he passed away his sons would sell the land, and his family would succumb to the same fate of the Hwang house; as shown on page 37 when Wang said, â€Å"Sell their land!...Then indeed are they growing poor. Land is one’s flesh and blood†.   Ã‚  Ã‚  Ã‚  Ã‚  Opium usage was a major role in the downfall of the Hwang house. The Old Mistress was heavily addicted to the drug, and in her desire for the drug, she drove her house â€Å"into the ground†. On page 39, Wang was paying the Gate Keeper for the land he was purchasing and the Gate Keeper said â€Å"Here is enough for a few days of opium for the old lady, at any rate†. For the House of Wang, opium became almost a relief for Wang when he devised his plan to rid his family of his Uncle and his wife. He could not cast out his Uncle because he was providing protection from marauders. Keeping this in mind, Wang then gave his Uncle and the Uncle’s wife some opium hoping that they would

Tqm 6 Sigma

Six sigma and Total Quality Management 1 1 X Six sigma and Total Quality Management Department of Industrial and Systems Engineering Chung Yuan Christian University Taiwan, R. O. C. 1. The practices and implementation of Six Sigma In the past two decades, Six Sigma methodology has been widely adopted by industries and non-profit organizations throughout the world. In this section, we demonstrate the development of Six Sigma program, and discuss the features and the five steps of the improvements 1. 1 The introduction of Six Sigma Six Sigma methodology was first espoused by Motorola in the mid 1980s. Antony & Banuelas, 2002; Wiklund & Wiklund, 2002). At that time, Motorola was facing Japanese competition in the electronics industry and needed to make drastic improvements in its levels of quality (Harry and Schroeder, 2000; Linderman et al. , 2003). A Six Sigma initiative ,which is originally focused on manufacturing process and product quality (Harry & Schroeder, 2000), is also design ed to change the culture in an organization through breakthrough improvement in all aspects of the business (Breyfogle III et al. , 2001, p. 32).The Six Sigma architects at Motorola focused on making improvements in all operations within a process—thus producing results far more rapidly and effectively (Harry & Schroeder, 2000). The successful implementation of the Six Sigma program in Motorola led to huge benefits. Motorola recorded a reduction in defects and manufacturing time, and also began to reap financial rewards. Within four years, the Six Sigma program had saved the company $2. 2 billion (Harry & Schroeder, 2000). The crowning achievement was being recognized with the Malcolm Baldrige National Quality Award (Breyfegle III et al. 2001; Wiklund & Wiklund, 2002). IBM, SONY, and Allied Signal successfully followed Motorola in implementing Six Sigma. Allied Signal began its Six Sigma activities in the early 1990s, It successfully attained savings of US$2 billion during a five-year period (Klefsjo et al. , 2001). Sooner, the impressive results obtained by Allied Sigma induced General Electric (GE) to undertake a thorough implementation of the Six Sigma program in 1995 (Pande et al. , 2000) as a corporate initiative to improve net profits and operating margin (Hendricks and Kelbaugh, 1998).The 1999 annual report of GE showed that the implementation produced more than US$2 billion in benefit (Slater, 2001; Coronado & Antony, 2002, Raisinghani et al. , 2005). Yang, Ching-Chow www. intechopen. com 2 Quality Management and Six Sigma As a result, the impressive benefits of implementing Six Sigma programs in Motorola, Allied Signal, and GE led the Six Sigma methodology being widely adopted by industries throughout the world. American Express, Ford, Honda, and Samsung have all applied the methodology (Klefsjo et al. , 2001; Sandholm & Sorqvist, 2002; Yun and Chua, 2002).The Six Sigma has become the most prominent trend in quality management (Sandholm & Sorqv ist, 2002; Yang, 2004) not only for manufacturing and service industries, but also for non-profit organizations and government institutes. The GE-6? program and the Motorola Six Sigma program did have some differences. Whereas Six Sigma activities in Motorola had focused on product quality and the manufacturing process, the GE-6? program extended the improvement activities to cover all key processes related to customer satisfaction. 1. 2 Some key views on Six Sigma Several prominent researchers have expressed views on Six Sigma. Hahn et al. (1999) emphasized that Six Sigma improvement is a highly disciplined and statistically based approach for removing defects from products, processes, and transactions, involving everyone in the corporation. * Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value to companies—in the form of increased profits and maximum value to the consumer through high-quality products or service at the lowest possible cost. * Harry & S chroeder (2000) also concluded that Six-Sigma is a business strategy and philosophy built around the concept hat companies can gain a competitive edge by reducing defects in their industrial and commercial processes. * Pande et al. (2000) commented that Six Sigma is a comprehensive and flexible system for achieving, sustaining, and maximizing business success. It is driven by close understanding of customers’ needs and disciplined use of facts, data, and statistical analysis. * Pearson (2001) described Six Sigma as a program that combines the most effective statistical and non-statistical methods to make overall business improvements. Slater (2001) stated that the Six Sigma approach provides a very specific control program with control techniques that ensure continuation of improved processes. * Lucas (2002) described Six Sigma as a statistical business system and a functional methodology for disciplined quality improvement that achieves successful outcomes. * Treichler et al . (2002) concluded that Six Sigma is a highly disciplined process that helps organizations to focus on developing and delivering near-perfect products and services. It is also, in Treichlers’ (2002) view, a change-acceleration process that focuses on pursuing success and the rapid adoption of change. Yang (2004) asserted that the GE-6? program and the Motorola Six Sigma program did have some differences. Whereas Six Sigma activities in Motorola had focused on product quality and the manufacturing process, the GE-6? program extended the improvement activities to cover all key processes related to customer satisfaction. www. intechopen. com Six sigma and Total Quality Management 3 In addition to the major features noted above, other features of the GE-6? program include (Breyfegle III et al. , 2001; Pande et al. , 2000; Treichler et al. 2002). * GE-6? rojects are integrated with the company’s visions and strategies; * all GE-6? projects are rigorously evaluated for finan cial impact; * everyone who contributes to the success of the program receives significant rewards, especially in terms of staff promotion; * significant financial incentives (representing 40% of all bonuses received by employees) are tied to GE-6? projects; * a sound statistical approach to improvement is adopted; * projects are completed rapidly (usually within 3–6 months); and * bottom-line results are expected and delivered. 1. 3 Implementation of GE Six Sigma The main features of GE-6? re discussed above, in this subsection we introduce the implementation of GE Six-Sigma: * improvement steps; * * staff roles; and investment in training. 1. 3. 1 Improvement steps There have been many improvement models for process improvement or re-engineering. Most of these have been based on the steps introduced by W. Edwards Deming, which can be characterized as ‘Plan’, ‘Do’, ‘Study’, and ‘Act’ (PDSA)(Deming, 1993). GE-6? has a five-p hase improvement cycle that has become increasingly popular in Six Sigma organizations: ‘Define’, ‘Measure’, ‘Analyze’, ‘Improve’, and ‘Control’ (DMAIC).There is another cycle characterized as ‘Define’, ‘Measure’, ‘Analyze’, ‘Design’, and ‘Verify’ (DMADV) (Pande et al. , 2000). Like other improvement models, the DMAIC (or DMADV) model is grounded in the original Deming PDCA cycle. Usually, Six Sigma organizations use DMAIC for process improvement and DMADV for process design (and redesign). Table 1. 1 describes the specific tasks in each step, and the tools and techniques used in the steps. Step Define ? ? ? ? ? ? Map process and identify inputs and ? outputs ? ? Establish measurement system for ? inputs and outputs ? ? Understand the existing capability of ? rocess ? ? ? ? ? Specific tasks Identify improvement issues Organize project team Set-up improvem ent goal Estimate financial benefit Measure Tools and techniques employed Customer complaint analysis Cost of poor quality (COPQ) Brainstorming Run charts, control charts Benchmarking Process map (SIPOC) Cause and effect matrix Gauge R&R Control charts Process capability analysis Failure models and effects analysis (FMEA) www. intechopen. com 4 Quality Management and Six Sigma ? Identify sources of variation in ? ? ? ? ? ? ? ? ? Analyze Improve ? ? ? Control projects Table 1. 1 DMAIC steps and tools usage ? ? Standardize the process ? ? Maintain critical inputs in the optimal ? area ? ? Verify long-term capability ? ? Evaluate the results of improvement process Identify potential critical inputs Determine tools used in the improvement step Conduct improvement actions Use experiments Optimize critical inputs Cause-and-effect diagram Pareto diagram Scatter diagram Brainstorming Analysis of variance (ANOVA) Design of experiment (DOE) Quality function deployment (QFD) Process capability analysis Control charts Standard operation procedure Process capability analysis Fool-proofing (Poka Yoke) Run charts . 3. 2 Staff roles Along with the systematic improvement steps described above, the design of specific roles and their effective operations are important factors of the GE-6? program. Senior management is ultimately responsible for the success of the project through the provision of sufficient support, resources, and strong leadership. The implementation of GE-6? is thus top–down. The chief executive officer (CEO) is usually the driving force who sets up the vision, develops the strategies, and drives the changes.Apart from the critical role of the CEO, other players also have their specific roles (Henderson and Evans, 2000): (i) ‘Champions’ are usually the senior managers, who are the sponsors of the project and responsible for success of Six Sigma efforts, they are fully trained business leaders who promote and lead the deployment of Six-Sigma projects; (ii) ‘Master Black Belts (MBBs)’ are the full-time teachers and consultants, they are responsible for Six-Sigma strategy, deployment, training, mentoring, and results.A master Black Belt in Motorola has leaded as a Black Belt for about ten successful projects at least five years, and needs the recommendation of high managements; (iii) ‘Black Belts (BBs)’ have the key operational role in the program as full-time Six Sigma players, they are fully-trained Six-Sigma experts and lead the improvement teams. They are qualified as they successfully leaded at least two Six-Sigma projects; (iv) ‘Green Belts (GBs)’ are the process owners who, led by the BBs, work on Six Sigma projects while holding down their original job functions in the company. . 3. 3 Investment in training Because training is a key ingredient in achieving success through Six Sigma (Pande et al, 2000), Motorola and GE have invested heavily in employee training for their Six-S igma programs. Motorola invested $150 million per year in Six-Sigma courses, GE also spent $ 500 million per year in the implementation of Six-Sigma program (Sandholm and Sorqvist, 2002), GE has invested more than a billion dollars in this effort (Hahn et al. , 1999). GE has designed ww. intechopen. com Six sigma and Total Quality Management 5 a complete training plan for the various roles described above—from the CEO, to the ‘Champions’, ‘MBBs’, ‘BBs’, and ‘GBs’. In addition, the training program extends to all other employees in the organization. The training courses are comprehensive and cover team leadership skills, measurement and analytical tools, especially statistical methods, improvement tools, planning and implementation skills, and so on.For examples, (i). Champions have one week champion training related to Six-Sigma development, leadership, and the implementation plan. (ii). BBs spend about four to five weeks to receive the intensive, highly quantitative training, roughly corresponding to the five steps of the implementation of Six-Sigma improvement project. Thus, the length of training is approximately 16-20 weeks. (iii) GBs receive the training of six to ten days.The courses include the statistical tools and the use of statistical software, the detailed modules of five steps, the innovative and improvement tools, and the skill of project management. (iv) MBBs then take over the responsibility of the training for all the BBs and GBs. 2. The critical success factors of the implementation of Six-Sigma In this section we want to discuss the critical success factors for the successful implementation of Six-Sigma projects.We investigate the importance degree of the critical success factors in implementing Six Sigma, and their implementation level by using the questionnaire survey. 2. 1 The consideration of critical success factors Table 2. 1 lists the key factors, as asserted in five previous studies. The factors identified by Coronado & Antony (2002) and Antony & Banuelas (2002) are almost identical, with the exception that Coronado & Antony (2002) added one extra factor (â€Å"communication†). Most of the success factors in the other three studies are included in the work of Coronado & Antony (2002).The total twelve critical success factors in Coronado & Antony (2002) are considered in the present study In addition, two additional key factors, â€Å"complete evaluation system of project performance† and â€Å"promotion and incentive for employees tied to the results of Six Sigma projects†, are also considered in this chapter according to Yun & Chua (2002) and Sandholm & Sorqvist (2002). The former introduces the factor of â€Å"accurate and fair evaluation of all successful Six Sigma projects with meaningful recognition and rewards for employees†.The later suggests â€Å"focus on results† to assert that the employee promotion and ince ntive compensation are tied to the results of Six Sigma projects. Finally, apart from the above, another key success factor somewhat neglected by previous studies is the application of techniques and innovations. Although Coronado & Antony (2002) and Klefsjo et al. (2001) mention it as a required technique in the progress of Six Sigma projects, and Yun & Chua (2002) asserts that â€Å"linkage with all innovation and infrastructure activities† is also a key factor. We therefore add another key factor: â€Å"usage of innovative techniques and IT systems†.In total, a study is conducted to adopt fifteen critical success factors in the questionnaire to investigate the extent to which they are implemented and their degree of importance from the firms’ perspective. www. intechopen. com 6 Quality Management and Six Sigma The author conducted the empirical study for those enterprises have implemented Six Sigma program in Taiwan, The aim of this empirical study is to inve stigate the importance degree and the implementation level of the critical success factors. Thus, the research design is conducted according to the aim of the research. The Likert-type scale is used in the questionnaire.In the investigation of the importance degree of the critical success factors, a five-point scale from 1 (not important) to 5 (very important) is used. In the analysis of implementation level, a five-point scale from 1 (not implemented) to 5 (full implemented) is adopted 2. 2 The analysis of critical success factors The main focus of this study is to analyze the degree of importance of critical success factors for Six Sigma effectiveness as perceived by the respondents, and to assess the implementation level of these critical success factors by the organizations (see Table 2. 2).As Henderson & Evans (2000) notes that â€Å"top management leadership and support† should be the critical success factor, our first priority of success factors is â€Å"top managemen t involvement and commitment†. The other critical success factors are prioritized as follows: â€Å"cultural change†, â€Å"communication with all employees to achieve congruence†, and â€Å"training in Six Sigma†, and so on. It should be noted that â€Å"employees’ promotion and incentive tied to the results of Six Sigma projects† is considered as an important factor for the success of Six Sigma in GE (Hendericks & Kelbaugh, 1998; Henderson & Evans, 2000). However, inTaiwan, this practice is not followed in the industries investigated. Hahn et al. , 1999 Key factors for Six ? Quantified functional impact Sigma effectiveness ? Continued top management support and enthusiasm ? The emphasis on a quantitative and disciplined approach ? The value placed on understanding and satisfying customer needs ? Combining the right projects, the right people, and the right tools Yun & Chua, 2002 Success factors for ? Strong proactive support with required S ix Sigma resources provided by top management ? Acceptance and implementation of Six Sigma’s effectiveness basic disciplines by employees ?Linkage with all innovative and infrastructure activities ? Accurate and fair evaluation of all successful Six Sigma projects with meaningful recognition and rewards for employees www. intechopen. com Six sigma and Total Quality Management 7 ? Management commitment and visible support Sandholm & Sorqvist, 2002 Requirements for Six Sigma success ? Adaptation to an organization’s situation and ? Development of uniform language & ? Prioritization and selection of projects ? Focus on training and its content ? Customer orientation ? Focus on results ? Investment of adequate resources Treatment of Six Sigma as a holistic concept needs ? Responsiveness to external influences. ? Follow-up and communication of success stories ? Cultural change ? Management involvement and commitment ? Development of strategy to introduce Six Sigma terminolo gy Coronado & Antony, 2002 Critical success factors for Six Sigma projects ? Understanding tools and techniques within Six ? Project prioritization and selection Key ingredient for ? Management involvement and commitment ? Cultural change Six Sigma ? Organization infrastructure effectiveness ? Training ? Project management skills ?Project prioritization and selection, reviews and tracking ? Understanding the Six Sigma methodology, tools, and techniques ? Linking Six Sigma to business strategy ? Linking Six Sigma to customers ? Linking Six Sigma to human resources ? Linking Six Sigma to suppliers Table 2. 1 Critical success factors for Six Sigma effectiveness ? Project management skills ? Linking Six Sigma to suppliers ? Linking Six Sigma to human resources ? Linking Six Sigma to customers ? Linking Six Sigma to business strategy ? Training ? Organization infrastructure ? Communication SigmaAntony & Banuelas, 2002 www. intechopen. com 8 Quality Management and Six Sigma Critical succe ss factor 1. Top management involvement and commitment 2. Cultural change 3. Organization infrastructure 4. Training in Six Sigma 5. Project management skills 6. Project prioritization and selection 7. Understanding methods, tools and techniques within Six Sigma 8. Linking Six Sigma to business strategy 9. Linking Six Sigma to customers 10. Linking Six Sigma to human resources 11. Linking Six Sigma to suppliers 12. Communication with all employees to achieve congruence 13.Complete evaluation system of project performance 14. Employees’ promotion and incentive compensation tied to the result of Six Sigma projects 15. The usage of innovative techniques and IT systems Importance degree mean order 4. 808 4. 365 4. 019 4. 192 3. 865 4. 077 4. 137 4. 192 4. 192 3. 725 3. 635 4. 231 4. 135 3. 885 3. 596 1 2 10 4 12 9 7 5 6 13 14 3 8 11 15 Implementation level mean order 3. 885 3. 192 3. 596 3. 981 3. 577 3. 558 3. 667 3. 423 3. 269 2. 882 2. 692 3. 519 3. 481 2. 981 2. 942 2 11 4 1 5 6 3 9 10 14 15 7 8 12 13 To be improved factor * * * * * Table 2. Importance degree and implementation level of critical success factors Most of the organizations paid significant attention to training in Six Sigma. The factor of â€Å"training in Six Sigma† is thus the first priority of implementation level, followed by such factors as â€Å"top management involvement and commitment†, â€Å"understanding methods, tools and techniques within Six Sigma†, â€Å"organization infrastructure†, and so on (see Table 2. 2). In Table 2. 2, if a critical success factor has a higher importance degree with a lower implementation level, then the firm should pay more attention on its implementation.In this case, we denote five CSFs as the â€Å"to be improved† factors for the industries in Taiwan: – Top management involvement and commitment – Cultural change – Communication with all employees to achieve congruence – Linking Six Sigm a to business strategy – Linking Six Sigma to customers. www. intechopen. com Six sigma and Total Quality Management 9 3. The Integrated Model of TQM and Six Sigma By the end of the 1970s, the competitiveness of Japanese industries had equaled or exceeded that of American industries.In large part, this was due to the successful Japanese implementation of company-wide quality control (CWQC) (Powell, 1995). By the 1980s, Japanese CWQC had been replicated in the United States, and total quality management (TQM) soon became the prevailing business strategy adopted by industries around the world. This evolution of TQM has resulted from the development, on a global scale, of a consistent philosophy concerning the relationship between business and customers. At various stages in this development, different ideologies and practices for implementing quality management have been prominent, but the onsistent goal has been to pursue the quality of products and services, to reduce costs, and to raise business performance. The success of Japanese industries in the total and effective implementation of TQM meant that Japanese firms led the way in the production of good-quality products at lower cost. 3. 1 The decreasing adoption of TQM and the increasing trend of Six-Sigma The successful implementation of TQM does indeed result in better business performance, as firms expect (Hendricks & Singhal, 1996; Gunasekaran, 1999; Hansson & Eriksson, 2002).The benefits come in the areas of cost reduction, increased market share, increased profit, and enhanced business competitiveness (Youssef et al. , 1996; Gunasekaran, 1999). TQM has therefore been widely adopted by industries, even in non-profit and governmental organizations (Powell, 1995; Zabaha et al. , 1998). Several critical factors are essential if TQM is to be successfully implemented. These include the support of top management, visionary leadership, effective management of human resources, employee involvement, and a corporate culture of commitment to quality and customer satisfaction (Joseph et al. 1999; Sureshchandar et al. , 2001). However, in practice, these corporate factors are not easy to achieve. As a result, the literature contains reports of several cases in which the implementation of TQM has failed. Hubiak & O’Donnell (1996), for example, have asserted that approximately two-thirds of companies in the United States have either failed or stalled in their attempts to implement TQM. Many of these TQM programs have been cancelled, or are in the process of being cancelled, as a result of the negative impact on profits (Anonymous, 1996).The failure implementation of TQM is due to several factors. Besides the difficult achievement of TQM practices, one of them is that TQM has been a rather diffuse concept, with many vague descriptions but few more graspable definitions, and the management does not have a complete picture of what TQM really means (Hellsten & Klefsjo, 2000). Another o ne is that too management teams over the world do not realize that implementation of TQM means a cultural change (Hansson & Klefsjo, 2003). In fact, TQM was one of two workplace trends that recorded a significant decline in 1996 (Anonymous, 1996).Academic discussion of TQM and its implementation has suffered a similar decline in recent years. Is this trend really due to poor corporate business performance as a result of the implementation of TQM, with a consequent decline in the implementation of TQM, as has been asserted (Anonymous, 1996)? It is a contention that this is not an accurate reflection of the current status of TQM. Reports of instances of failed TQM implementation are only part of the explanation for the apparent declining trend in TQM. In reality, TQM has been so prominent for about twenty years that many firms and institutions have incorporated TQM ww. intechopen. com 10 Quality Management and Six Sigma into daily management activities. The result is that a well-estab lished model of TQM has been so much a part of the routine business activities, that the ‘decline’ in discussion and implementation of the TQM is apparent, rather than real. As interest in TQM has apparently waned, interest in the Six Sigma program has increased. Since General Electric (GE) initiated its Six Sigma program (GE-6? ) in October 1995, the results have been far beyond the company’s original hopes and expectations.Based on the remarkable business successes achieved in GE and other large corporations, an increasing number of companies have initiated the GE-6? program as a business improvement and re-engineering strategy (Pearson, 2001; Lucas, 2002). As a result, the Six Sigma program has gained great popularly in recent years (Slater, 2001; Lucas, 2002). It has even been suggested that TQM will be replaced by Six Sigma as the main strategy for successful business management. However, such assertions reveal a fundamental misunderstanding of the nature of TQM and its relationship with GE-6?. For example, Pande et al. 2000) have asserted that TQM is less visible in many businesses than it was in the early 1990s, pointing to several major TQM gaffes as reasons for this apparent decline. According to Pande et al. (2000), these problems include a lack of integration, leadership apathy, a fuzzy concept, an unclear quality goal, failure to break down internal barriers, inadequate improvements in performance, and so on. They conclude that Six Sigma can overcome many of the pitfalls encountered in the implementation of TQM and, hence, that Six Sigma’s expansion heralds a ‘rebirth’ of the quality movement (Pande et al. 2000). However, Klefsjo et al. (2001) and Lucas (2002) have a different perspective. Klefsjo et al. assert that Six Sigma is a methodology within- not alternative to TQM. Lucas asserts that Six Sigma is essentially a methodology for disciplined quality improvement. Because this quality improvement is a prim e ingredient of TQM, many firms have found that adding a Six Sigma program to their current business system gives them all, or almost all, of the elements of a TQM program.Lucas has thus concluded that: Current Business System + Six Sigma = Total Quality Management The TQM pitfalls noted by Pande et al. (2000) are not essential features of TQM. Rather, they are caused by incorrect practices adopted by firms, especially the lack of proper endeavour shown by management in the implementation of TQM. 3. 2. Total quality management Since TQM began in the mid 1980s, several gurus, like Deming, Juran and Ishikawa have much contribution on the development of TQM (Boaden, 1997).Besides, many researchers and experts on quality management have been eager to study the essentials of TQM. In the beginning, there was a lack of consensus on the contents and practices of TQM. Now, with TQM having been implemented for more than twenty years, academics and practitioners alike have achieved a degree of consensus on TQM. Tobin (1990) has stated that TQM is a totally integrated program for gaining competitive advantages by continuously improving every facet of organizational culture.TQM programs are usually based on the ‘quality philosophies’– customer focus, employee participation, teamwork, and management by facts and continuous improvement (Brown, 1992). TQM is therefore an integrated management philosophy and set of practices that emphasize increased employee involvement and teamwork, continuous improvement, meeting customers’ requirements, team-based problem-solving, constant measurement of results, closer relationship with suppliers, and so on (Ross, 1993).Short and Rahim (1995) www. intechopen. com Six sigma and Total Quality Management 11 have agreed that TQM can be viewed as a set of philosophies and methods used by an organization to guide it in continuous improvement in all aspects of its business. McAdam and McKeown (1999) have concluded that customer focus, employee involvement, empowerment, teamwork, measurement tools, training, quality systems, and top management commitment are all key factors in the successful implementation of TQM.Boaden (1997) also examine the critical elements of TQM based on some early studies. It is worthwhile to refer to the research of Sila & Ebrahimpour (2002), they conduct a huge investigation of elements of TQM survey based on 347 researches published between 1989 and 2000. These views indicate that, although various researchers approach the issues of TQM from different perspectives, there is a general consensus regarding the essential principles, practices, and values of TQM (Hellsten & Klefsjo, 2000).On the basis of these various approaches, especially the research of Sila & Ebrahimpour (2002) and Yang (2003a), the present subsection asserts the following to be essential agreed elements of TQM: * customer focus and satisfaction; * training and education; * top management commitment, suppo rt, and leadership; * teamwork; * employee involvement; * quality assurance; * quality information system and application; * continuous improvement; * flexibility * benchmarking and strategy planning; * process management; * product and service design and quality control; * employee management and empowerment; * corporate quality culture; 3. Comparison between TQM and GE-6? As previously noted, the passion for TQM has apparently declined, whereas GE-6? has been receiving increased attention (Anonymous, 1996; Pande et al. , 2000). As a result, there are several assertions related to the relationship between TQM and GE-6? appeared, especially the treatise that TQM will be replaced by GE-6?. However, there are very few studies in the literature that directly compare TQM with GE-6? completely, and in the limited studies that do exist, conclusions on the relationship between TQM and GE-6? have differed significantly.Harry (2000b) has claimed that Six Sigma represents a new, holistic, mul tidimensional systems approach to quality that replaces the â€Å"form, fit and function specification† of the past. However, it is not readily apparent from Harry (2000a) which aspects of this multidimensional systems approach are presumed to be absent from TQM. Breyfegle III et al. (2001) have stated that Six Sigma is more than a simple repacking of the best from other TQM programs. Pande et al. (2000) had already taken a similar approach when they provided a review of some of the major TQM gaffes, and then compared TQM and GE-6? n the light of these problems with a view to showing how successful implementation of Six Sigma can overcome these failures. However, it should be noted that www. intechopen. com 12 Quality Management and Six Sigma these gaffes are principally a result of inappropriate implementation processes, rather than being caused by inherent TQM concepts and practices. In view of a lack of consensus on the relationship between TQM and GE-6? , the present sect ion wants to compare TQM and GE-6? by using complete perspectives.The author reviewed several studies (Boaden, 1997; Hermel, 1997; Goh, 2002), and selected the appropriate criteria used in these researches, and then integrated into 12 dimensions. They are: (i) development; (ii) principles; (iii) features; (iv) operation; (v) focus; (vi) practices; (vii) techniques; (viii) leadership; (ix) rewards; (x) training; (xi) change; and (xii) culture (Yang, 2004). These are presented in Table 3. 1, which represents a comprehensive review of the similarities and differences between the two approaches. 3. 4 Integration of TQM and GE-6?It has been suggested that the implementation of TQM results in an over-emphasis on customer satisfaction, with a relative neglect of the pursuit of profits (Anonymous, 1996). Indeed, several empirical studies have asserted that implementing TQM might not achieve any significant positive effect on profitability (Bergquist & Ramsing, 1999; Harry, 2000b; Breyfegle III et al. , 2001). Furthermore, Harry (2000a) has noted that â€Å"What’s good for the customer is not always good for the company†. In contrast, it is argued that GE-6? achieves both customer satisfaction and excellent financial performance.The major problem with TQM is that there is a disconnection between management systems designed to measure customer satisfaction and those designed to measure business profitability, and this has often led to unwise investments in quality (Breyfegle III et al. , 2001). It should be recognized that the objective of TQM is to achieve customer satisfaction, in order to increase customer loyalty. To sustain competitiveness and long-term profitability, companies not only devote themselves to attracting new customers, but also to retaining old customers in a continuous business relationship with incremental additional purchasing.For these reasons, increasing customer loyalty should be one of the main concerns of all companies (Gorst et al. , 1998). Any assessment of the effectiveness of TQM thus requires a system to measure customer loyalty. If a management system cannot raise business performance and profitability, it will obviously be abandoned by firms. It is therefore apparent that indicators of customer loyalty and business performance should be added to TQM measurement systems. It is well known that GE-6? pursues both customer satisfaction and high profits.If an integrated model of TQM and GE-6? were developed, synergistic effects could be anticipated. In the integrated model proposed here, two major indicators are included—customer loyalty and high profit performance. www. intechopen. com Six sigma and Total Quality Management Dimension 1. Development TQM Started in the mid 1980s, influenced by Japanese CWQC developed in the 1970s GE-6? in 1987. GE adopted Six Sigma program in 1995, Comments at about the same time. TQM was widely and 13 First espoused by Motorola TQM and Six Sigma began resulting in many benefits. uickly adopted, but interest has now declined. The situation with GE-6? is the reverse. TQM over-emphasizes customer satisfaction, and this can sometimes negatively affect profits. GE-6? focuses on both customer satisfaction and financial performance. 2. Principles ? Customer satisfaction (satisfaction of ? Pursues zero-defect, quality customers’ needs) ? Pursues financial ? Focuses on voice of ? Emphasis moved from problem-solving to ? Rapid change problem prevention ? Pursues zero-defect customer performance ? Responsibility for ? Continuous improvements 3. FeatureA systematic approach to quality management by integrating concepts, methods, processes, and systems. Uses project management to perform thorough change and process re-engineering, which are integrated with the company’s vision and strategy. TQM is essentially a system of continuously improving the quality of every aspect of business life. GE-6? focuses on radical change (which is also integr ated with vision and strategy). TQM emphasizes that every person is involved in quality improvement at all levels. GE-6? uses specially designed roles and disciplined training to progress the radical changes. . Operation Continuous improvement through employee involvement and teamwork in total quality activities. Specially designed roles and a highly disciplined training program using statistical methods to perform reengineering of key processes through project management. 5. Focus TQM focuses on all quality Key processes and systems TQM considers every activities, all processes, and are all driven by the voice all systems. of customers. aspect of quality. GE-6? initially emphasizes the key processes related to customer needs, but gradually extends its improvement scope. www. ntechopen. com 14 6. Practices ? QCC, QIT Quality Management and Six Sigma ? Project management TQM methods are more traditional, and are learnt from Japan. GE-6? uses methods that can produce more aggressive r esults. The statistical tools used in TQM and GE-6? are very similar. However, the statistical tools used in TQM are quite basic, whereas GE-6? uses more advanced SQC tools. Both TQM and GE-6? emphasize leadership, especially the commitment and support of top management. However, TQM has a bottom-up management style whereas GE-6? gives emphasis to top-own leadership. 40% of bonuses are tied to the results of ? Promotion dependent ? High status accorded to MBBs and BBs on project results 6? projects GE-6? programs have more motivations and rewards than TQM. ? SPC, TPM 7. Techniques ? Hoshin management ? Seven QC tools ? Daily control ? Project management ? Suggestion system ? Design of structural ? Analysis of variance regression roles ? Benchmarking ? DMAIC or DMADV ? BPR ? Kano’s model ? Managers ? New seven QC tools ? Cp, Cpk, ppm ? Taguchi methods ? DOE ? Control Chart ? Multiple linear ? DOE ? Kano’s model ? Reliability FMEA, QFD ? Cp, Cpk, ppm ? Taguchi methods 8. Leadership ? Top management stresses leadership demonstrate best behavior, and influence subordinates by ? Autonomic ? Decentralization and ? Empowerment 9. Rewards ? Promotion ? Motivation delegation management example ? Senior managers are ? Senior managers are ? Top management emphasize the execution of 6? -program mentors responsible ? Manager’s praise and encouragement ? Bonus rewards www. intechopen. com Six sigma and Total Quality Management 10. Training ? Education and training for every ? Focus on instilling ?Leaders’ instruction ? Improvement tools ? Gradual and slow on daily basis quality consciousness person ? Vast investment in ? MBBs are the teachers ? BBs have training, combined with the ? GBs have training with the application 11. Change ? Vast change of improvement tools GE-6? emphasizes fast change and significant re-engineering. Change coming from TQM is progressive. TQM brings about a culture change with a quality focus and customer orientation. Th e culture change in GE-6? is fast, with an emphasis on pursuing customer satisfaction and business performance.DMAIC process and mentors training Both TQM and GE-6? emphasize employee education and training, but GE-6? has more investment in training than TQM. In GE-6? , training and its application are combined 15 ? Improvement results are small, and do not bring big changes ? Change is fast, and its scope is large. ? Cultivation of a culture incorporating the concept of pursuing business ? The culture change is caused by the ? Innovation-awareness re-engineering performance ? Re-engineering 12. Culture ? Setting up of a quality culture with ?Employees are autonomous customer focus ? Employees have a team-awareness Table 3. 1. Comparison between TQM and GE-6? 3. 4. 1 Integration of management principles Although the management principles of TQM and GE-6? are somewhat different, there is congruence among their quality principles, techniques, and culture (as was demonstrated in Table 3. 1). As a result, the integration of TQM and GE-6? is not as difficult as it might seem. The critical task is to combine the best aspects of TQM continuous improvement with those of GE-6? re-engineering.Although the activities of a quality Control circle (QCC) and quality improvement team (QIT) cannot achieve significant effects in themselves, they can cultivate quality concepts and team awareness among employees. Therefore, QCC and QIT can be performed by the operators and junior staff members to progress continuous improvements while focusing on daily operations and processes. GE-6? projects can be applied by engineers and senior staff members to the key processes and systems that are related to customer requirements and the provision of performance in products and services.For GE-6? projects, some aggressive goals can be set, in conjunction with rapid project completion times. The target performances can be set according to the criteria of the critical-to-quality (CTQ) of key p rocess—which are, in turn, determined according to the voice of customers (VOC). In TQM, the improvements are based on a customer satisfaction www. intechopen. com 16 Quality Management and Six Sigma survey and an understanding of customers’ requirements (Yang, 2003b). In this fashion, these two ways of understanding customers’ needs and expectations can be combined. See Figure 3. for a depiction of the model. 3. 4. 2 Integration of implementation practices Having discussed integration of management principles, the discussion now turns to the integration of implementation practices between the two systems. Fig. 3. 1 Integrated framework of TQM and GE-6? Employee participation, teamwork, quality management system, human-resources management (HRM), quality principles, objectives, and strategies are the key enablers of TQM implementation. They are also the critical factors in upgrading business performance, www. intechopen. com Six sigma and Total Quality Managemen t 7 and are therefore also required for the implementation of GE-6?. The practices of GE-6? are project management, role design and operation, statistical quality control (SQC) tools, leadership and motivation, full support from the CEO, and so on. Most of these practices are also integral to TQM implementation. The framework of the integration of these practices and related systems of TQM and GE-6? is shown in Figure 3. 1 (Yang, 2004). Both TQM and GE-6? emphasize employee education and training, and there is only slight difference in the details of such training.Statistical tools and improvement methods are the main ingredients of the training contents for both TQM and GE-6?. Apart from these statistical tools, TQM and GE-6? have other shared training imperatives—including basic concepts, leadership and communication skills, and project management. Apart from these shared elements, in planning training for an integrated model of the two programs, it is necessary to cover th e elements that are not shared in common. This is incorporated into the model. Moreover, a certification system for fulfilling the needs of the GE-6? scale can be developed. 3. 4. Integration of cultural changes Both the implementations of TQM and GE-6? will bring the culture changes of the organization (Boaden, 1997; Pande et al. , 2000; Klefsjo et al. , 2001). However, GE-6? also emphasizes an awareness of speed and innovation, and is heavily performance oriented. These cultural features are the critical factors in pursuing excellent performance, and in raising competitiveness. In contrast, these have been somewhat neglected previously by TQM. In the integrated model presented here, these cultural features will enhance the performance effects of TQM implementation.Summarily, in this integrated model, continuous improvement and 6? -reengineering are the key activities, located in the center of Figure 3. 1, and the customers’ needs and the voice of the customers are the deriv ers of the improvement and reengineering. The initiatives of TQM and those of GE-6? , located in the two sides separately, can be integrated as the enablers of the integrated system. Comprehensive education and training with certification to the employees are the powerful force in the realization of these practices. Finally, the culture changes with the features described in the base of Figure 3. are the fundaments of the successful implementation of this system. The overall objective of this integrated model is to reach both the customers’ loyalty and excellent performance. 3. 4. 4 Practical examples and conclusion TQM and GE-6? can certainly be integrated very well, as the following two examples illustrate. INVENTEC is a hi-tech company in Taiwan that has implemented TQM for many years. Indeed, the company won the National Quality Award in Taiwan in 1995. In addition to its long-standing practice of TQM, INVENTEC also introduced the GE-6? rogram in 2000. It then integrated this with its existing TQM system. The Ford Motor Company in Taiwan is another successful example of the integration of GE-6? with TQM. These two examples confirm that an integrated model of TQM and GE-6? is feasible and practical. The successful application cased show that this integrated model will be a powerful and practical approach with great potential for all industries. This integrated model is also could be a suitable quality management system for the non-profit www. intechopen. com 18 Quality Management and Six Sigma rganizations. The integration of TQM and GE-6? is an important trend, and should receive a favourable response from both practitioners and academics. 4. An Integrated Model of Business Excellence System The integration of Six Sigma into overall business strategy is another important issue for quality researchers and practitioners. Harry & Schroeder (2000) emphasized that Six Sigma provides maximum value to companies—in the form of increased profits and m aximum value to the consumer through high-quality products or service at the lowest possible cost.It is a business strategy and philosophy built around the concept that companies can gain a competitive edge by integrating Six-Sigma program with the organization’s vision and strategy. In this section, we want to discuss the integration of Six-Sigma with the strategy management, Hoshin management, and Balanced Scorecard. 4. 1 The issue of the integration of Six-Sigma with other strategic management systems If the implementation of Six Sigma is to be successful, Blakeslee and Jerome (1999) suggested that â€Å"Six Sigma efforts must be integrated with existing initiatives in business strategy, and key performance measures†.They also provided an implementation model by integrating Six Sigma with business strategy. Smith & Blakeslee (2002) emphasized the potential of Six Sigma in helping companies to formulate and deploy business strategies and bring about broad transformat ional change. Thus, strategic Six Sigma principles and practices can help companies to formulate, integrate, and execute new and existing business strategies and missions (Smith & Blakeslee, 2002).A growing number of companies is beginning to realize the full implications of Six Sigma as an engine to accelerate corporate strategy and organizational transformation (Smith & Blakeslee, 2002). It is thus apparent that the implementation of Six Sigma must be integrated with a company’s business strategy. However, in this context there are several issues to be resolved. These include: ? How can the organization’s vision, business strategies, and strategic goals be converted into specific Six Sigma projects? ? How can Six Sigma projects be focused on the ‘voice of customer’ and the organization’s critical success factors? How can the strategic goals be communicated to lower divisions and departments in the organization, and further deploy the strategic goa ls to the Six Sigma projects and organize the project teams? ? How can project teams monitor and control the progression of Six Sigma projects? In response to these issues, businesses are increasingly making use of a variety of management systems, methodologies, and tools—including ISO 9000, total quality management (TQM), Hoshin management, Six Sigma, and the balanced scorecard (BSC). In all of these practices, quality is the main focus.Quality is no longer confined to the actual product or service; rather, the concept of quality is now applied to delivery, administration, customer service, and myriad other aspects of a firm’s business activities (Yang, 2009). Indeed, the concept of ‘quality’ now encompasses all the ways in which a company meets www. intechopen. com Six sigma and Total Quality Management 19 the needs and expectations of its customers, its employees, its financial stakeholders, and the community in which it operates (Tan, 2002). The effect ive management of such ‘quality’ is essential to competitiveness in the global market (Scheuermann et al. 1997; Prybutok & Cutshall, 2004). The implementation of ISO 9000 and TQM systems can be used to improve the quality of products and services and to raise the effectiveness of process management; implementation of the Six Sigma program can raise the level of customer satisfaction, process performance, and resources management; the implementation of BSC can improve strategy planning and long-term profitability; and so on. However, choosing and implementing these various programs is complicated by the fact that several of them have closely related concerns.For example, TQM, BSC, and Six Sigma are all involved with an organization’s vision and strategy, whereas quality control circles (QCCs) and Six Sigma are both related to process improvement. These various similarities and differences can create difficulties if a firm implements several of these management sys tems simultaneously in an attempt to improve performance in all quality activities. In these circumstances, employees will become confused by the conflicting demands placed upon them, and this will produce a number of significant problems. For example: * In the mplementation of TQM, a firm is first required to set up quality objectives and action plans; * In the BSC system, a firm must first develop its vision and strategies, and then deploy them in terms of performance indicators in four perspectives (financial, customer, internal process, and innovation and learning); and * In the Six Sigma program, a firm will first consider its key performance indicators (KPIs), before linking them to a Six Sigma improvement project. If a firm were to undertake all of these simultaneously, it would be faced with many objectives to be reached, and many strategies and action plans to be implemented.Given the finite limitations that exist in the resources of any organization, it is practically impo ssible for any firm to perform all of these tasks effectively. The ideal solution would be to integrate these various management systems and methods, thus enabling a firm to concentrate its focus and to navigate a unique course in the right direction. 4. 2 Development of an integrated business-excellence system An integrated model of business-excellence system has been developed in this section, see Figure 4. 1.The critical task in developing a holistic business-excellence system is to combine the best aspects of continuous improvement in TQM with those of GE-Six Sigma reengineering. The improvement processes in TQM and Six Sigma projects can thus be integrated and implemented simultaneously (Yang, 2003b) (see Figure 4. 1). Employee participation and teamwork are the prerequisite of the effective implementation of the continuous improvements. Besides, it is needed to instill the quality concepts and problem consciousness into the employees’ mind. www. intechopen. com 20 Quali ty Management and Six SigmaFig. 4. 1. Framework of integrated model of business excellence system 4. 2. 1 Integration of relevant concepts and systems While implementing these programs, it is necessary to monitor process quality using various methods of statistical quality control (SQC). However, a prerequisite to any quality improvement is effective human-resource management (HRM). The key enablers of TQM implementation are therefore HRM and a comprehensive quality-management system. The concepts, initiatives, and systems described above are also necessary for the implementation of the GE-Six Sigma program.In addition, Six Sigma also has its own unique features, including (Pande et al. , 2000; Breyfegle III et al. , 2001): * the systematic operational processes of ‘define, measure, analyze, improve, and control’ (DMAIC) and ‘define, measure, analyze, design and verify’ (DMADV); www. intechopen. com Six sigma and Total Quality Management 21 * the staff role s design of ‘champion’, ‘master black belt’ (MBB), ‘black belt’ (BB), and ‘green belt’ (GB); and * the utilization of advanced tools. It is necessary to integrate all of these into the new model proposed here.In addition, strategic leadership is a key factor in the implementation of Six Sigma. In most cases, QCC or QIT are conducted ‘bottom–up’, but in Six Sigma they are conducted ‘top–down’. In these circumstances, authoritative leadership is required. The chief executive officer (CEO) is usually the driving force who sets up the vision, develops the strategies, drives the changes, imposes the projects, and motivates the employees. Most Six Sigma projects pursue significant financial benefits from meeting and exceeding the critical requirements of customers.If the organization is to produce and deliver attractive and value-added products and services to customers speedily, it is essential th at business operations be customer-focused and market-focused. Six Sigma projects must therefore be linked to the development of ‘lean production’, in which research and development (R&D) and innovation (product innovation, process innovation, and business innovation) are all key factors. R&D and innovation are also the drivers of productivity. R&D and innovation should thus be covered in this holistic model.In passing, it is noted that these practices are not restricted to the Six Sigma program; they are also important drivers in the implementation of TQM. TQM programs are based on ‘measurement by fact’, and measurement is also a key step in a Six Sigma project. Various data are collected and analyzed, including product data, customer data, business data, technique data, R&D data, service data, and so on. To use the data effectively and efficiently, an organization requires an effective information technology (IT) system.The utilization of such data repres ents an intangible asset, along with other intangible assets—such as skills, techniques, experience, intellectual property, know-how, knowledge, customer relationships, and so on. These intangible assets represent a valuable organizational resource, and they must be managed and applied in an effective knowledge-management (KM) system. The firm’s IT system and its KM system are also powerful tools in the development of new products and services, and in ensuring the quality of the present customer service.Information technology has become an essential element in securing a competitive advantage—by facilitating the development of new products and services, assisting in adaptation to rapid market changes, incorporating new knowledge, and reducing times and costs in reaching customers (Bianchi, 2001). 4. 2. 2 Fundamental principles The objective of integrating TQM, Six Sigma, and several other major management systems is to pursue business excellence (Yang, 2009). Ho wever, the basic decision to be made is determination of the direction of development at the outset.Mission and vision statements set the general goals and direction for the organization, and they assist shareholders, customers, and employees in understanding what the company is about and what it intends to achieve (Kaplan & Norton, 2004). A mission statement sets out the overall reason for existence and objectives of the organization. As Welch asserted: â€Å"†¦an effective mission statement basically answers one question: How do we intend to win in this business? † (Welch and Welch, 2005). A vision statement is a concise statement that defines the ww. intechopen. com 22 Quality Management and Six Sigma medium-to-long-term goals of the organization. The vision should be market-oriented and should express how the organization wants to be perceived by the world (Kaplan & Norton, 2004). The enunciation of the mission and the development of the vision are usually the respon sibility of senior management (Welch and Welch, 2005). Actually, the vision is linked to the mission. In the realization of the mission and vision, the values, attitudes, and activities of employees are critical.According to Kaplan & Norton (2004), the actions of employees are guided by their values, and it is therefore important that the values proclaimed by the organization are accepted by the employees if those values are to be influential in guiding the thinking and behavior of the employees. Thus, in contrast to the creation of a mission, which is the responsibility of senior management, everyone in a company should have something to say about values (Welch and Welch, 2005).Organizations can use company-wide meetings and training sessions to encourage as much personal discussion as possible in developing organizational values (Welch and Welch, 2005). The vision and values of the organization should thus motivate individuals and serve as a guide for allocating resources (Smith e t al. , 1991). Effective leadership and successful execution are the prerequisites for achieving the organization’s vision. Execution has to be embedded in the reward systems and in the norms of behaviour that everyone practices.So, focusing on execution is not only an essential part of a business’s culture, it is the one sure way to create meaningful culture change (Bossidy and Charan, 2002) Mission, values, vision, leadership, execution, and organizational culture are all linked. Taken together, they represent the guiding principles for the successful implementation of an integrated business-excellence system. 4. 2. 3 Implementation of strategic performance-management system Drucker (1999) stated that the starting point both in theory and in practice may have to be â€Å"managing for performance†.The goal of an integrated business-excellence system is to go beyond mere ‘customer satisfaction’ to achieve customer loyalty through excellent performan ce (see Figure 4. 1). The management systems, programs, and practices of this integrated model are the tools that can be used to achieve this goal. However, an appropriate performance-management system is needed to monitor and evaluate the performance generated by this integrated business-excellence system. Strategic planning and Hoshin management are two popular strategic management tools (Glaister & Falshaw, 1999; Lee & Dale, 1998), and many organizations implement the two simultaneously.Firms commonly perform a SWOT analysis and develop a vision, objectives, and strategies according to the methodology of strategic management, before deploying the organization’s objectives and strategies to the departments or units by the way of Hoshin management. During the implementation process, they commonly conduct a quality audit according to Hoshin management to produce progress reviews and an annual review. These organizations thus use an integrated model of strategic planning and H oshin management to evaluate the performance of TQM (Kondo, 1998).Balanced scorecard (BSC) was launched in 1992 as a framework of performance measurement that was expected to overcome some of the deficiencies of traditional performance measurement. It gives a holistic view of an organization by simultaneously looking at four important perspectives: (i) financial; (ii) customer; (iii) internal process; and (iv) innovation and learning (Kaplan & Norton, 1992). The main benefit of the BSC is its www. intechopen. com Six sigma and Total Quality Management 23 bility to translate an organization’s vision and strategy into tangible objectives and measures (Kanji & SA, 2002). The process of building a scorecard clarifies the strategic objectives, and identifies the critical few drivers for strategic success. The BSC is thus more than a performance-measurement system, and is commonly adopted as a strategic management system (Kaplan & Norton, 1992, 1996; McClintock, 2000). If a firm ha s adopted other performance management systems or programs before adopting BSC, it is necessary to integrate BSC with any existing systems.Companies that wish to embark on the BSC while continuing to implement strategic planning and Hoshin management need to integrate the three systems. To do so effectively, it is necessary to understand the important features of each of these three performance management systems. They can be summarized as follow: * All three can be used in the development of vision, objectives, and strategies, and in the evaluation of execution performance. * Both strategic planning and the BSC involve strategic analysis, and the linkages among the objectives and strategies. Both strategic planning and Hoshin management impose action plans, and the allocation of resources to support the execution of these action plans. * Both BSC and Hoshin management emphasize goal-setting, the achievement of milestones, and the measurement of progress towards the achievement of s trategic objectives. * Strategic planning focuses on the strategy of business development and competition. In this regard, environmental analysis and SWOT analysis are essential. * BSC emphasizes long-term development, and uses a scorecard of the key performance indicators (KPIs). Hoshin management converts the policies and objectives of senior management to departments, and pays much attention to the daily execution of policies. The features and relationships of strategic planning, Hoshin management, and BSC indicates that it is feasible to integrate these systems, and it is reasonable to expect that such an integrated model will be more comprehensive and powerful than each individual system acting alone. This integrated performance-management system is illustrated in Figure 4. 2. www. intechopen. com 24 Quality Management and Six Sigma Strategic Planning Divisions, Business, UnitsFinancial perspective Customer perspective Process perspective Innovation perspective Do, Check, Actio n Fig. 4. 2. Integrated model of strategic planning, BSC, and Hoshin management In this integrated performance-management system, BSC remains the major construct. According to the model, strategic planning is used to perform an environmental analysis and a SWOT analysis, and to develop the vision and strategies for the organization. Having established its vision and strategies, the firm can then develop a strategy map and performance indicators according to the four perspectives of BSC.The firm can then use the methods of Hoshin management to deploy the strategies and the KPIs of the four perspectives to the departments and units within the organization. In this way, every individual receives the KPIs and a relevant action plan. The audit method of Hoshin management can then be used to manage and monitor the execution of this

Comparing the Ideologies of Karl Marx, Emile Durkheim, and Max Weber

Comparing the Ideologies of Karl Marx, Emile Durkheim, and Max Weber Karl Marx, Emile Durkheim, and Max Weber were three historical sociologists. Their views have become world renown and have shaped many ways of interpreting the social structure of many modern societies. This essay will take a glimpse into the three sociologists’ ideals and expose the similarities and differences they may have. Karl Marx’s view of society was based around the economy. All other social structures according to Marx, such as religion, family values, and politics stem from the base, the economy.Religion played no part at all in Marx’s sociological views. He is known as an atheist. He believed that religion was nothing more than a burden on society. â€Å"The economy that forms from the means of production results in the division of labor and forms property† (Simon 1). Division of labor can be described as the way in which tasks are divided in a society. Certain people are assi gned certain tasks which help to make sure that the social structure progresses smoothly. As society becomes more advanced, the division of labor becomes more advanced, because more tasks become necessary for society to stably exist.Therefore, in Marx’s opinion, the economy grows and advances society which fuels the division of labor that is necessary for harmonious living. Marx believed that social struggle was the main cause of social evolution. In a society there is always a group that is in some way oppressed. If we look back just a few hundred years we see this in slavery, and before that serfdom. So how does oppression promote social change? â€Å"It is the ruling economic class that determines the dominant ideology in a society†¦ And it is class interest that the proletariat must oppose with revolution. †(Simon 2).The upper class in society rules over all the lower classes. When the oppression becomes an unbearable horror for the lower class, they must revo lt, according to Marx. We saw this with both given examples. Serfs often fled from their lords, and slaves sought refuge in non-slave states and sometimes even killed their owners. In the case of slavery, there was a complete societal split between the north and the south in America. The main dispute between the two sides was the subject of slavery. But if not for the slaves revolting and feeing, maybe no action would have been taken.This is Marx’s view of social evolution at its finest. The lower class fought for social freedom, and American society was forever changed. So basically, Marx’s cycle of social change is simply Oppression, revolution, uprising, and then the cycle repeats itself as another lower class becomes oppressed. Durkheim believed that social order is obtained through social integration, which is the extent to which the members of a society are held together. â€Å"Durkheim advances his theory of social transition where he argues that social order i s maintained through social integration and regulations in a social equilibrium.All nations develop normative behavior patterns and belief systems in the evolutionary change process. During the transitional period the diffusion of new norms and values disrupts the equilibrium of traditional societies. †(Zhao 2). Durkheim believed that society is held together by social integration, but when society is evolving, chaos takes over until new social norms are set. After these social norms are integrated into the new society, social equilibrium is once again achieved; that is until the next social evolution. This in between stage of chaotic change is fueled by what Durkheim called anomie. Anomie is described as a breakdown of social norms regulating individual behavior and social interaction. †(Zhao 4). Durkheim claimed that is human nature to act in a chaotic manner and to seek evolution. The only way he believed that order was possible was through social integration. Religio n was a factor in the sociological views of Durkheim. â€Å"Religion, in this manner, contributes to the constitution and protection of social order by supplying a moral order. That is to say that ‘since society will always require periodic reaffirmation, religion is an indispensable, permanent social fixture. †(Mazman 10). Durkheim does not hint whether he himself is religious or not, he simply states that religion is necessary to have social integration. He claims that a moral order is necessary in society. It is a set list of rights and wrongs for people to live by. This order is never changed or even questioned by the members of society in times of peace. This moral order cannot simply be insisted by a ruler of some sort, it is much more complex than that. The moral order must come from an unquestionable source. This is why religion is necessary.With religion ruling people, they are threatened not with a punishment in this life, but with eternal damnation. People fe ar what they do not understand; therefore religion is the only thing that can provide absolute social order. A higher being that no person can see or hear cannot be questioned. The fear of eternal punishment will force a large majority of members of society to submit to the moral and social order. Durkheim insists that religion is one of the greatest ways to prevent anomie which leads to the inevitable society revolutionizing chaos.Max Weber greatly opposed Karl Marx’s views on religion and economy. Weber believed that the economy was certainly not even close to the center of society. â€Å"Economies result from communities, which are arranged in such a way that goods, tangible and intangible, symbolic and material, are distributed. Such a distribution is always unequal and necessarily involves power. †(Simon 8). So in Weber’s opinion material possessions are the root of inequality. Nothing is distributed equally and therefore, leads to social injustice and in s ome cases oppression.Weber believed that religion was responsible for change in society. â€Å"For Weber, religion, because it calls forth a type of personality through beliefs in ethical values, affects social life and interactions. These ethical values and religious ideas, in turn, are affected by social, economic and political conditions in a given society. †(Mazman 13). Weber’s view on religion is similar to that of Durkheim. Weber believed that religion gave society a set moral order. Weber also claimed that as society advanced the religious views advanced to somewhat modernize the social order. Weber’s work is therefore an invitation to see the history of political institutions, the history of religions or the history of morals as guided by a diffuse program aiming at defining institutions, rules, etc. which will most efficiently respect the dignity and vital interests of all. †(Boudon 6) Weber also dug even deeper. He claimed that certain religions prospered more than others. He actually did prove this. Weber showed that Protestants had the best religion, not in the sense of religious views, but socially and economically. Protestantism provided modern individuals with coherent, meaningful, ethical conduct in terms of seeking salvation and God’s blessing in their worldly activities. †(Mazman 13). The Protestants believed in vocation. They believed that whatever occupation they had in life was not simply by chance, but they were called to it. They were what most would call ‘workaholics’ who dedicated every free second of their time to work. This made the Protestants statistically the most financially well-off group in most societies. This goes back to Weber’s view of the social structure.The Protestants were the wealthiest so they would be the leaders of society. So as I have shown, these three sociologists, Karl Marx, Emile Durkheim, and Max Weber, had world renowned views of society. They all h ad points that were unquestionable yet others that were flaky at best. We often saw views of each man overlapping. One cannot help but to ponder what if another sociologist came along and took the best parts of their works and put the pieces together. Would the perfect sociological view be formed? Only time can tell. ?

Child Rearing in sixteenth century English Upper Classes Essay

Child-rearing was an evolving practice within the English upper class from the sixteenth through eighteenth centuries. A new adult view of children as mature, fragile and inherently good led to changes in the nursing, care, and discipline of English, aristocratic children. In the 16th century, much in accordance with the Puritan doctrine, children were seen as naturally evil beings (Doc 1). Proper and pious parents were responsible for instilling virtues and morals into their organically pagan children. However, the Stuart-run religious beliefs of the 17th century and the Anglican Church brought about a new and differing view of children. Offspring were effectively blank-slates and, left to their own devices, happy and benevolent (Doc 2, 3). The new society placed more blame on nurture, rather that nature, and these views led to drastic changes in how children were reared. In the 1500s and early 1600s, aristocratic mothers often hired, after giving birth, a wet nurse, a woman whose job it was to breast-feed the infant. Women craved separation from ungodly children, and felt the duty of breastfeeding was disgraceful. However, many mothers now saw the hiring of wet nurses morally reprehensible (Doc 5). In the late 17th and 18th centuries, parents now craved a closeness and bond with their children, often enhanced by breastfeeding (Doc 6, 7). Children and infants had garnered a better reputation, an parents now sought close and loving relationships with them (Doc 4). Furthermore, scientific changes brought a new adult view of child-rearing. Doctors now sought to care for an infant with a more tender and loving touch, and sought less to control it. In the 1500s, mothers often constricted the motion of their newborn by swaddling it tightly (Doc 8). New medical developments attributed fractures to this practice, and by the 1700s, it was long since obsolete (Doc 9). Also, the mental health of children was also taken into more account. Verbal abuse was looked down upon by members of the English aristocracy, and calling one’s child a dunce was no longer acceptable (Doc 14). The new consideration into the physical and mental health of a child changed the way children were taken care of. Finally, these changing adult policies extended to the discipline or lack thereof of the English aristocratic child. In the late 1500s, to ensure perfection in a child, threats of physical punishment which often bordered on and became violent were prevalent within society (Doc 10, 11). However, beginning in the late 1500s and continuing for the next two centuries, it became less and less socially acceptable to physically and zealously punish ones child. Forms of physical punishment were now left to a rod or cane that was used in moderation, in specific areas, and was only used for the most egregious of mistakes (Doc 11). Some members of the aristocracy abandoned physical punishment altogether, instead relying on the encouragement of good behavior with rewards (Doc 12). However, this method of child-rearing often led to bratty behavior in children (Doc 13). In conclusion, the changes in nursing, child care and discipline are all symptoms of a greater change, one which had religious, scientific and social roots. The newly enlightened English aristocracy changed the way in reared its children and its future generation, and in thus doing, changed the future of England.