Design

The field of Robotics has drawn my attention right from childhood. My enthusiasm for this field grew with significant exposure. Works of science fiction by the likes of Isaac Asimov, Frank Herbert and the creators of Iron man have been an eye opener to how we can interact and perceive the world around us. Robotics poses a new engineering challenge as it requires the synergy of Computer Science, Mechanical and Electronic engineering. It offers a plethora of opportunities for innovation and development. I am applying to University of Maryland, Baltimore to pursue a Masters degree in Mechanical engineering with emphasis in Robotics.

My research interests lie in the study, design and development of human-robot interactions in semi-autonomous fabrication systems industry, safe design of mobile manipulation robotic systems, design, instrumentation and control of automated industrial processes.

I graduated from the University of Mines and Technology with Second Class (Upper division) Honors in Mechanical engineering. Four years of undergraduate studies in Mechanical engineering introduced me to a myriad of courses ranging from basics of electronics, electrical machines, thermodynamics to advanced courses like mechanics of machines, machine design, fluid machinery, manufacturing technology, Instrumentation and control.

In my third year, I undertook a class project, ‘Design of a gearbox’. Our objective was to design a gearbox for a local manufacturer to reduce the speed of his motor to that of his compressor. The project consisted of calculating gear parameters such as module, pitch diameter and interpreting these results into drawings and models through SolidWorks. Also, in my final year thesis, I designed a gutter clearing system aimed at improving the sanitation of the environment as well as reducing significant health risk.

Furthermore, during my Undergraduate studies in Ghana, I represented my department in the annual Vice-chancellors soccer competition and departmental league. I was the Vice-president of the International students’ body and helped organize various academic and social functions for the international students’ body. One of such programs was a campaign for students suffering from mental health issues, the need for and how to ask for help.

The stimulating and encouraging atmosphere at the University of Mines and Technology and the opportunity to learn from some of the best teachers in Ghana enhanced my interest in research. The well-balanced curriculum at the University of Mines and Technology has provided me with a comprehensive exposure to the fundamentals of Mechanical engineering.

Upon the completion of my Undergraduate degree, I enrolled in the National Youth Service Corps which is a one year mandatory program for all Nigerian graduates. I am presently undertaking this program being an employee of the Federal Institute for Industrial Research, Oshodi, Nigeria. My time at the research institute so far has given me the basic foundation of research and development. I collaborate with mechanical and electrical engineers to design and fabricate prototype equipment. One of such projects was the design of a steam turbine for small scale power production which was chaired by the director of the department. I have acquired knowledge about transforming research work into working prototypes.

I perceive graduate studies as an opportunity to work on industrial projects and develop new technology that would revolutionize the industry. It would endow me the opportunity to sharpen my skills and would be my first chance to make relevant contribution to this rapidly developing field. The distinguished faculty and world class facilities at the University of Maryland makes its graduate program ideally suited to my professional goals.

I consider myself a suitable applicant for such research, given my strong analytical foundation, ardent interest and brimming motivation. I trust that you will share my confidence by accepting me into your esteemed university. Thank you for reviewing my application.

3D printing is the process by which materials are joined together or solidified under the control of a computer aided system to create a solid 3D object. The technology is gaining a lot of significance in the construction industry.

3D printing aides in increasing the customization when it comes to design, reducing the Construction schedule, the labor required on site and the cost that goes into construction. Currently, there is the potential to 3D print large-scale buildings, while there are also limitations such as the development of Building Information modeling, the desire to be able to customize in large numbers and the high life cycle cost of printed projects.

The effort is being made to increase customization, reduce the construction schedule and make the 3d printed buildings more affordable. Labor productivity issues, work-related injuries, and illnesses of the workers can be greatly reduced with the process. The focus is also towards finding out different ways to automate the construction process, accelerate the rate of production and reduce the waste produced during the construction process.

Keywords: Computer aided system, customization, large scale buildings, construction schedule, life cycle cost, labor issues.

Introduction

According to Klot et al. (2007), buildings consume 36 percent of total energy used, 30 percent of raw materials used, and 12 percent of potable water used. The construction Industry is also perceived to be a low-tech industry with very low levels of innovation. That trend is slowly changing as the building process becomes more automated .

3D Printing Process

The selection of appropriate printing process depends on the budget, time needed for printing, the accuracy of the printed model and the material options available for distribution. Five types of 3D printing process 1. Stereolithography 2. Fused Deposition Modeling (FDM) 3. The inkjet powder printing process 4. Selective Laser Sintering (SLS) 5. Contour Crafting (Peng Wu et al. 2016)

3D Printing Technology In The Building And Construction Industry

• Binder jetting
• Material deposition method

• Contour Crafting

Contour crafting is an additive fabrication technology, that prints a building in place. The system includes a Gantry and a nozzle. As the printing material comes out of the nozzle, computer-controlled trowels are used to apply and spread the concrete. Maintaining a uniform level of viscosity is a challenge in Contour Crafting.

• Concrete Printing
• D-Shape

D-Shape is a factory gantry-based powder-bed, which can print up to 6m x 6m x 6m of Architectural structures. The technology has a smaller resolution of deposition 94- 6mm regarding layer depth, thus allowing control of internal and external geometries. The printer works on a powder deposition process, where the binder is used to harden selective layers of printing material.

Printing Buildings

According to Peng Wu et al. (2016) the practical obstacles that were identified when WinSun printed a 2-storeyed villa and a five storied apartment in 2014 were, 4.1. Indirect process Construction components are printed in a closed factor or an off-site location, then transported to the site and put together like a puzzle block. While installing precast concrete components, direct contact was often used instead of joints that are usually used in conventional buildings.

• Brittleness

For load bearing components and construction components which p horizontally such as slabs, staircases, adding glass fiber to concrete to increase its strength, also made the concrete too brittle to solve the purpose. For it to work, the material had to be printed as molds. One of the intents behind the use of 3D printing is to eliminate demoulding. Even in case of C-Fab printing process, the use of Carbon fiber also lead to the brittleness of printing material. (Moltich-hou, 2015)

• Exclusion of Building services

As Building services such as electrical and plumbing were not included in the 3D printing process, additional work had to be done on the already printed 3D model which causes structural integrity related issues.

3d Printing And Building Information Modeling

3D modeling essential goes through 6 steps – digital modeling, exporting, slicing, connecting, printing and finishing (Peng Wu et al. 2016). The advantage of using BIM is it covers not only the geometric information, but also critical information such as material performance, spatial relationships, and manufacturer information. Aids in the construction on complicated structures with complex geometries that might not be possible to build efficiently using conventional construction process.

Integrating BIM process helps reduce the lead time by combining each step in the process of design into the final building output. Building information modeling also proves to be a very effective communication tool between different stakeholders such as designers, owner, contractor and sub-contractors. While making the model two critical issues need to be addressed. The first issue is to know the 3D printer’s capabilities, the materials that can be printed using the device.

This information is vital when deciding if the model can be printed as one unit or if it has to be printed as fragments and then assembled. The second issue is to check for clashes in the assembly using BIM before making the actual model on site. Different systems in the buildings must be tested in relationship with each other. Design for Manufacturing approach (DfMA) is an approach that emphasizes the inclusion of manufacturing and assembly knowledge during the design phase (Lyon, 2011). This approach leads to simpler and more reliable products which are less expensive to assemble and manufacture. (Boothroyd, 1994).

Existing Projects

1. The two-story house in China, measuring 400sq.m, built by Beijing based Hua Shang Tengda in 2016 (3dprint.com)
2. Office building in Dubai, UAE measuring 250 sq.m. 2016, by Chinese construction company Winsun. The building was printed using a 120 x 40 x 20 feet 3D printer, featuring the automated Robotic arm (cnet.com 2016a, Media office.ae 2016)
3. Interior of a hotel Suite measuring 12.5 x 10.5 x 4m, in the Philippines, completed 20 September 2015, by totalKustom (Totalkustom.com 2016a)
4. The five-story apartment Building in Suzhou, China finished in Jan 2015 by Winsun (cnet.com 2016).
5. Also in Suzhou, China, an 1100 sq.m villa, by Winsun, completed early 2015.
6. Children’s castle, Minnesota, USA, ended August 2014, by total Kustom (Totalkustom.com)
7. Series of 10 houses, in Suzhou, China, by Winsun 2014. Printed with a massive 150 x 10 x 6.6m printer (Wu et al. 2016).

The plastic canal house

2014 DUS Architects (a Dutch firm) built a canal house out of 3D printed plastic in Amsterdam. Kamer maker, which is a giant crane-like printing arm was used for the process. Indirect process of 3D printing is used where each room is printed separately on site before its assembled into one house. The rooms are thus tested in a safe and easily accessible manner. Each printed room is then joined together as large Lego-like blocks.

The 3D printed walls have in-built provision for connecting cables, pipes, communication technique, wiring etc. (Head, Heather. “A History of 3D Printing in Construction & What You Need to Know.” Connect & Construct, connect.bim360.autodesk.com/3d- printing-in-construction.)

Safety

The primary source of risk on site is a collision with the machine, falling and the engine running over. Existing workers who are already trained in the conventional building system might need to be taught again on the latest 3D available technology.

Challenges

The scale of the project printed is a significant limiting factor as the selection of 3D printing technology used depends hugely on it. With the ongoing researches on exploring different materials used in 3D printing – their properties such as quick hardening, strength, and stability, selecting the right combination of elements and integrating it with the technology can prove to be difficult. To verify if the 3d printed building can withstand adverse climate is another enormous challenge.

Dust from 3D printing. Concrete in its presetting state for the duration of the printing session. The buildability is limited, as it depends on the relatively low stiffness and strength of the printed green; filament. A huge challenge would be to integrated building code with the 3D printing process. Figure out how to effectively integrate different aspects such as insulation, fireproofing, wind loads, foundations.

Conclusion

As the technologies in 3D printing become more evolved, factors such as cost, the precision of the model, reliability of the machine will get better, thus making it a more common means of construction.

References

1. Wu, Peng & Wang, Jun & Wang, Xiangyu. (2016). A critical review of the use of 3-D printing in the construction industry. Automation in Construction. 68. 21-31. 10.1016/j.autcon.2016.04.005.
2. Tay, Yi Wei Daniel & Panda, Biranchi & Paul, Suvash & Noor Mohamed, Nisar Ahamed & Tan, M.J. & Leong, Kah Fai. (2017).
3. 3D printing trends in building and construction industry: a review. Virtual and Physical Prototyping. Bos, Freek & Wolfs, Rob & Ahmed, Zeeshan & Salet, Theo. (2016).
4. Additive manufacturing of concrete in construction: potentials and challenges of 3D concrete printing. Virtual and Physical Prototyping. 1-17. 10.1080/17452759.2016.1209867.
5. Nerella, Venkatesh Naidu & Krause, Martin & Näther, Mathias & Mechtcherine, Viktor. (2016). Studying printability of fresh concrete for formwork-free Concrete on-site 3D Printing technology (CONPrint3D).
6. Lim, Sungwoo & Buswell, R.A. & J. Valentine, Philip & Piker, Daniel & Austin, Simon & De Kestelier, Xavier. (2016). Modelling curved-layered printing paths for fabricating large-scale construction components. Additive Manufacturing. 10.1016/j.addma.2016.06.004. Kothman, Ivo & Faber, Niels. (2016).
7. How 3D printing technology changes the rules of the game: Insights from the construction sector. Journal of Manufacturing Technology Management. 27. 10.1108/JMTM-01-2016-0010.
8. Gosselin, Clément & Duballet, Romain & Roux, Ph & Gaudilliere, Nadja & Dirrenberger, Justin & Morel, Philippe. (2016).
9. Large-scale 3D printing of ultra- high performance concrete – a new processing route for architects and builders. Sakin, Mehmet & Kiroglu, Yusuf. (2017).
10. 3D Printing of Buildings: Construction of the Sustainable Houses of the Future by BIM. Energy Procedia. 134. 702-711. 10.1016/j.egypro.2017.09.562. LIM, S. et al, 2011.
11. Development of a viable concrete printing process. IN: Proceedings of the 28th International Symposium on Automation and Robotics in Construction, (ISARC2011), Seoul, South Korea, 29th June – 2nd July 2011, pp. 665 – 670
12. Molitch-hou, M. Brach technology is 3D printing the future of construction one wall at a time. 2015. http://3dprintingindustry.com/2015/07/28/branch-technology-is-3d- printing-the-future-of-construction-one-wall-at-a-time/ (cited 10 Jan 2016) Lyon, E., Emergence and Convergence of Knowledge in Building Production: Knowledge-Based Design and Digital Manufacturing, in Distributed Intelligence in Design. 2011, Wiley-Blackwell. p. 71-98.
13. Boothroyd, G., Product design for manufacture and assembly. Computer-Aided Design, 1994. 26(7): p. 505-520
14. Klotz, I., Horman, M. and Bodenschatz, M. A lean modelling protocol for evaluating green project delivery. Lean Construction Journal 2007; 3(1):1-18.

Nine tests of organisation design The weight of research and insight into organisational design is heavy and growing. Michael Goold and Andrew Campbell cut through the complexity and emerge with a new approach to organisation design which includes a rigorous framework for design choices based on nine key tests of organisational effectiveness. Michael Goold is a director of the Ashridge Strategic Management Centre. His research interests are concerned with corporate strategy and the management of multi-business companies, and he runs the Centre’s programme on Group Level Strategy.

Product-market strategies What are the factors that should guide the choice of organisation design? There are many managerial rules of thumb about things such as ps of control and reporting relationships. In addition, academics and consultants have produced a huge amount of work on organisation design. But our research told us that managers still lack a practical and systematic framework to guide their organisation choices. An important purpose of our work has been to condense previous ideas on organisation design into a few core principles, on which to base a usable framework.

Less an intellectual triumph than a practical checklist for addressing the most important issues, FIGURE 1: FRAMEWORK FOR ORGANISATION DESIGN GOOD DESIGN PRINCIPLES Specialisation principle Email: michael. goold Corporate strategy Co-ordination principle @ashridge. org. uk ORGANISATION DESIGN People Control and commitment principle Knowledge and competence principle Constraints Innovation and adaptation principle 4 DIRECTIONS FIT DRIVERS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk

FIGURE 2: NINE TESTS FOR ORGANISATIONAL DESIGN Product-market strategies GOOD DESIGN TESTS Specialist cultures test Specialisation principle Andrew Campbell is a director of the Ashridge Strategic Management Centre and visiting professor at City University. Previously Redundant hierarchy test Knowledge and competence principle Market advantage test Corporate strategy Difficult links test Co-ordination principle Parenting advantage test ORGANISATION DESIGN People he was a Fellow in the Centre for Business Strategy People test Accountability test Constraints Control and commitment principle t the London Business School, and a consultant at Feasibility test Flexibility test FIT TESTS Innovation and adaptation principle McKinsey & Co. Email: andrew. campbell our framework is grounded on some basic principles. The first and most important, the fit principle, embraces four drivers of fit – productmarket strategies, corporate strategies, people and constraints. The other good design principles are the specialisation principle, the co-ordination principle, the knowledge and competence principle, the control and commitment principle, and the innovation and adaptation principle (Figure 1).

The principles are broad in nature and not always easy to convert into prescriptive guidance. They are more valuable in orienting managers than in resolving particular organisational dilemmas. However, as we worked with the principles, we found ways to convert them into some practical tests. Perhaps the most important contribution of this lies in the insights and understandings that the tests produce. The tests match the fit drivers and the good design principles. (See Figure 2). @ashridge. org. uk The fit tests One almost universally agreed proposition is that organisations need to be fit for purpose.

Strategy, 5 DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk Nine tests of organisation design therefore, should be a key driver of organisation design, and we have found it useful to distinguish between product-market strategies and corporatelevel strategy. But strategy is not the only driver of organisational design. At least as important are people. Many authorities counsel against designing an organisation around people, preferring to build around the strategy and change the people if necessary.

However, people cannot always be changed and new ones with the required attitudes may be hard to find. So designs should take account of the people available to lead and work in them. Finally, organisation design is subject to various constraints, ranging from laws laid down by governments to organisational capabilities or resources that are deeply embedded. The people test: “Does the design adequately reflect the motivations, strengths and weaknesses of the available people? ” The feasibility test: “Does the design take account of the constraints that may make the proposal unworkable? The fit tests bring out the most important inputs that should guide organisation design choices. Provided the design has been selected with these inputs in mind, there should be no problem in passing the fit tests. However, organisation design choices are not always so rational. All too often, organisations evolve in ways that are not sufficiently related to the strategy of the company, or else pay scant attention to the limitations of managers who will fill key positions. In one company, we were told that the structure had always been primarily driven by the balance of

All too often, organisations evolve in ways that are not sufficiently related to the strategy of the company, or else pay scant attention to the limitations of managers who will fill key positions. power between the four barons who ran the main divisions, resulting in business unit groupings that had little to do with the opportunities in the markets being served. Under these circumstances, the organisation will be a barrier to successful strategy implementation and will damage competitiveness. The fit tests ensure that organisations that are evidently not fit for purpose will be exposed, and that more suitable alternatives will be adopted.

The good design tests The fit drivers lead to four fit tests: While the four drivers of the fit principle are The market advantage test: “Does the design allocate sufficient management attention to the operating priorities and intended sources of advantage in each product-market area? ” recognised by most managers, we believe the good design principles and tests represent more of an advance. They synthesise the vast quantity of academic research and managerial experience about what makes an organisation work well into The parenting advantage test: “Does the design allocate sufficient attention to the intended 6 DIRECTIONS few basic tests that should guide any organisation designer. The specialisation principle and co-ordination principle both concern the boundaries between sources of added-value and strategic initiatives of the corporate parent? ” www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk units. The specialisation principle states that boundaries should exist to encourage the development of specialist skills, whereas the co-ordination principle emphasises that activities that need to be co-ordinated should be located within the boundaries of a single unit.

Although these basic principles are clear, there are unfortunately often trade-offs between specialisation and co-ordination. A broadly-based product structure may give economies in purchasing and manufacturing, but be detrimental to the development of specialist products for particular markets. A disaggregated geographical structure with many local units may support the special skills needed for different regions, but prevent effective co-ordination in product development or IT infrastructure. The difficult organisational problems arise when there are trade-offs between different ways of grouping responsibilities.

In order to help with these trade-offs, we have developed two tests, which give more precision to the basic principles and make them more practically useful. business unit, with little or no contact with the rest of the company. Alternatively, instead of setting up a separate unit, it may be possible for the corporate parent to ensure that the specialist culture receives sufficient protection by flexing corporate policies and procedures or by giving it certain powers. The test focuses attention on the dangers of suppressing or damaging activities that fall outside the mainstream corporate culture, dangers which are easy to overlook.

The difficult links test recognises that many co-ordination benefits can be achieved through spontaneous networking between units, but that others will be more difficult. For example, best practice sharing can often be left to networking between units, whereas the establishment of common technical standards is unlikely without a corporate policy which makes them mandatory. Organisation designers should focus only on the few co-ordination benefits that will be difficult: where networking will not deliver the benefits.

For these difficult links, it is necessary to develop appropriate co-ordination mechanisms or interventions to overcome the difficulty, or to The specialist cultures test: “Do any ‘specialist cultures’, units with cultures that need to be different from sister units and the layers above, have sufficient protection from the influence of the dominant culture? ” readjust the design so that the co-ordination lies within the responsibilities of a single unit. This test makes managers assess which co-ordination benefits will be difficult to achieve if left to the network, and to think through whether and how the difficulty can be overcome.

The difficult links test: “Does the organisation design call for any ‘difficult links’, co-ordination benefits that will be hard to achieve on a networking basis, and does it include ‘solutions’ that will ease the difficulty? ” Together, the specialist cultures test and difficult links test give managers a powerful means of assessing the trade-offs between the benefits that can be gained from co-ordination and from specialisation. In the 1980s, IBM decided to set up its PC division as a very separate unit, free from the influence of the IBM corporate culture and

The specialist cultures test questions whether the required specialist skills will thrive only if the managers concerned are insulated from the influence of other parts of the organisation. For example, sometimes the best way to develop and market a new product is to set it up as a separate policies. This promoted a specialist PC culture that was highly successful in bringing the new product to market rapidly. Using a similar logic, many commentators argued that, when faced with performance problems in the early 1990s, IBM should break up the whole company into separate, 7

DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk Nine tests of organisation design independent units. Lou Gerstner, however, believed that the opportunity for IBM lay in providing integrated customer solutions. He therefore kept the company together. But he recognised that co-ordination between separate product divisions was not proving a satisfactory means of offering integrated solutions, due to conflicting divisional priorities and incompatible technologies.

He therefore gave authority to IBM Sales and Distribution division and to a new unit, the Global Services division, to concentrate, respectively, on customer solutions and services, using both IBM and competitor products. These divisions have the power to offer a unified approach to customers and have dealt well with the previously difficult links between IBM divisions. At the same time, Gerstner has encouraged new business activities, such as Business Innovation Services, IBM’s e-business initiative, not to be bound by IBM’s traditional policies nd ways of doing things. IBM’s structure now takes account of both the difficult links and the specialist cultures tests. The difficult links and specialist cultures tests help managers to address the organisation design issues faced by companies such as IBM, where there are evident advantages both from specialisation and co-ordination. The tests identify the real trade-offs between co-ordination and specialisation and help managers to find ways of gaining the benefits of co-ordination without undermining the development of specialist skills.

The knowledge and competence principle is mainly concerned with delegation. It states that responsibilities should be allocated to the person or team best placed to assemble the relevant knowledge and competence at reasonable cost. The practical test that follows from the principle is: This test is based on the premise that the default option should be to decentralise to operating units, only retaining responsibilities at higher levels if there is a knowledge and competence rationale.

As we have argued in previous work, hierarchy can only be justified if it adds some value to the functioning of the organisation. 1 Questions about whether and how the hierarchy adds value have helped numerous companies to sharpen their thinking about the design of their headquarters, group and division levels. The redundant hierarchy test is a way of formalising these questions. The control and commitment principle concerns two challenges that arise in any decentralised organisation: how to maintain appropriate control and how to ensure high levels of motivation.

Units should feel strong pressures to self-correct if they are failing to deliver, and parent-level managers to whom the units report should be able to identify problems easily and promptly. This leads to a further test: The accountability test: “Does the design facilitate the creation of a control process for each unit that is appropriate to the unit’s responsibilities, economical to implement, and motivating for the managers in the unit? ” The accountability test focuses managers on the pressures that exist for a unit to self-correct. These depend on the relationships the unit has with ts internal and external customers, the performance measures for the unit, and the unit’s reporting relationship. Market-facing business units with arms-length customer relationships and bottomline performance measures are relatively easy to control and motivate. Corporate functions with no external customers, tied internal relationships and The redundant hierarchy test: “Are all levels in the hierarchy and all responsibilities retained by higher levels based on a knowledge and 8 DIRECTIONS subjective performance measures present more accountability problems.

In a complex structure, it is all too easy to create a design that looks good on paper, but leaves unit managers de-motivated and unclear about their performance objectives, and competence advantage? ” www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk parent managers unable to control those who report to them. The accountability test helps managers design units and establish performance measures that produce effective, low-cost controls that are highly motivating.

The innovation and adaptation principle states that structures should be designed to innovate and adapt as uncertainties become clarified and environments change. An organisation design that is perfect for today is of little use if it cannot adapt to cope with the conditions of tomorrow. The principle yields our last test. under-attending to product or from underattending to geography? ” Often there is no clear The flexibility test: “Will the design help the development of new strategies and be flexible enough to adapt to future changes? answer to these trade-offs, but making sure that the question is asked helps managers to find a reasonable balance between competing interests. By pointing out the trade-offs and weak points in a The test recognises that some structures allow for evolution and adaptation, whereas others build in rigidity and power bases that resist change. It ensures that the designer considers the changes which may be needed and whether the design will be flexible enough to make them. chosen design, the tests help managers to be more thoughtful about problems that may occur and future changes that may be needed.

The tests also help managers weigh the advantages and disadvantages of different designs and provide a rigorous analytical structure for making design choices. An organisation design that is perfect for today is of little use if it cannot adapt to cope with the conditions of tomorrow. Using the tests The purpose of the tests is to raise issues. Some can be addressed by refining the structure, by designing process solutions, or by appointing different managers. A key benefit from using the tests comes from the ideas for design improvements that they suggest.

For example, a common problem is the creation of a layer of management, say a geographic region or a product group, without specifying what responsibilities should be retained by this layer and why. The redundant hierarchy test helps point out this design weakness, alerting managers to the need either to eliminate the layer or to define the responsibilities, skills, management processes and leadership style that is needed to make the layer a positive influence on performance. Some issues raised by the tests point to unavoidable trade-offs: “do we lose more from

The nine tests are the core around which we have built our new approach to organisation design. This article is drawn from Michael Goold and Andrew Campbell’s new book, Designing Effective Organizations (John Wiley & Sons, 2002). REFERENCE 1. Goold, Michael; Campbell, Andrew and Alexander, Marcus. (1994). Corporate-level Strategy, John Wiley & Sons and Goold, Michael; Pettifer, David and Young, David, “Redefining the Corporate Centre” , European Management Journal, February 2001. 9 DIRECTIONS www. ashridge. com/directions The Ashridge Journal Summer 2002 Ashridge Business School http://www. ashridge. org. uk

The report mostly concerned with run across and applies TTS Ideas In a product organization, Cognizant Technology Solutions. 1. 1 Description of Organization: Introduction of Organization: Cognizant technology solutions established in 1994 as an IT (information technology) company and then turned in to independent company 2 years later. Cognizant, a major provider of IT services became the first IT Company to be listed on the NASDAQ and is SEE-CM Level 5 certified.

The WHQL of cognizant in New Jersey, United States, and Worldwide They have employees around 80,000 people with annual Income of $3. 28 billion. 1. 2 Product & Services: Cognizant Technology Solutions delivers their clients to technology consulting, IT elated products, project based application services, and business process outsourcing services, Testing Solutions to commercial enterprises such as financial services, customer products, energy & telltales, healthcare, manufacturing, technology, retail, hospitality & travel, logistic & transportations. 1. Mall Customers Within above more than 50 worldwide product delivery centers, Cognizant main Willpower Insurance, Societies General, Burger King, Pfizer, Schneider Electric, Wall- Mart & other major companies in Banking, Insurance, and Manufacturing business sectors. 1. 4 Order Qualifiers & Order winners for the companies: Cognizant special operational competencies are its qualifiers & winners which incorporate 16 years of experience in combining a customer relationship model called Two-in-a-Box, Cognizant gives a consistent conveyance experience to its clients.

Its multifaceted customer association construction modeling, sound administration record, money related achievement help in making higher client esteem and persistent arrangement with its customers. 2. 0 Operational process in the organization: Cognizant Technology Solutions mainly recognized as a IT oriented company is mainly concerned with Consultancy services & Software development. The Product & Service sector mainly concerned with the Software Product / Service offerings and core business operations.

The list of major product & services are mentioned below which is to be deliver. 2. 1 Project commencement – Process of project starts is very first activity when these project gets started and Service Level Agreements (SAL) for the service and scopes are characterized here. To plan the following activities A project core team is ready with the appropriate skilled resources. 2. 2 Requirements analysis – Further this methodologies defines conduct the cost / benefit study by deciduously analyzing the requirements and scope of the service area & if practical examination any gaps.

Reports are delivered which will provide as the initial project schedules are prepared & as strategy for the activities in the project ahead. 2. 3 Design – While creating the good possible technical approach in this process which includes technical aspect of the service and where in the requirements are already technically analyses to get to the solution. Also, it creates different approach to the definition of problem. For the immediate next activity this process also delivers documents which are related to design. 4 Test Model – For the development of prototype need to be apply programming language & first design. It is examined & experienced on different parameter to identify & certify the structure. If it is create poor, then this procedure flow back to whichever for the better design solution then design board has to apply or to requirement analysis in case of missed requirement. 2. 5 Quality process – To identify areas of improvements then this process applies statistical quality examination on the project and to deliver input to the team of project management and manage the flows of the project. . Finalization of product & services offering – When stakeholder accepted test prototype and goes during reputedly cycles of fruitful testing for approval on different parameters, final product is complete to be discharge for the usage to the intended customers. According to (Lie, Chem.., Chemung, 2000) ‘this methodology involves with incorporates formation of client manuals as records for prospective clients and recording the hardware & software prerequisites for the final product. ” 3. 0 Literature Review of Quality Management 3. Concept of Total Quality Management Various authors have defined TTS in different ways. In making and maintaining a competitive advantage over the competitors for many reasons then strategic focus on quality is very important”. (Daniel, Retrospective and Morsels, 2009). It can be said & flexibility of entire organization by planning, controlling, organizing & understanding every activities by each and every single person at every level (Oakland, 2000. ) “Quality, or the lack of quality, affects the entire organization from supplier to customer and from product design to maintenance” (Higher & Render, 2013).

In operation management many believes most necessary part is the values of laity management. Customer orientation, participation of everyone, leadership commitment, continuously improvement, management by fact orientation this are the six values of quality management. (Lacrosse & Lacrosse, 2006) The motive of TTS framework is to expand external and internal client fulfillment with diminished measure of assets (Hellene and Selfless, 2000), “The significant management masters like Deeming, Crosby and Curran took a gander at distinctive parts often yet the essential idea continued as before (Slack et al, 2001).

Work of these administration masters are said beneath. 3. The Work of W. Edward Deeming W. Edwards Deeming essentially known as the management master said that keeping in mind the end goal to raise profit and competitiveness of a business endeavourer, it is important to enhance great quality. As per him having low quality and high cost business association will lose their aggressive position in the business. Hence, one approach developed by Deeming its known as the 14-point program [appendix] with a specific end goal to accomplish better quality (Kruger, 2001).

As per Deeming “these 14 key areas give a cure to the “seven fatal sicknesses” that prevent an association’s execution and different “obstacle” [appendix 1] that stop the achievement of quality. ” (Rambunctious et al. , 2003). 3. 3 The Work of Philip B. Crosby “Zero defects” and “Do it right the first time” this concept was basically known by Crosby and according to him this two concepts was Just measure of presentation. As per Crosby, “to realize the quality of product is very important to compact with the wrong assumption that were made by several manager.

As per Crosby department of quality is not only the responsible of Quality but also each employee are responsible the same. To avoid the inconvenience of non-conformance in organization. The logic of “Quality vaccine” was used. To apply the four absolutes of quality management has suggested by Crosby. (Kruger, 2001; Lorene et al 1998). 3. 4 The Work of Joseph M. Curran According to Curran, in organization involvement of top management is important for all employees.

He emphasize that the management should develop a Quality council which involves quality development teams and TTS awareness trainings in every organizations. To achieve these necessary goals than necessary resources, Quality Laos & Quality policies should be established in organization by the administration. In this manner Curran contended that “the administration’s capacity is to lead quality control” (Kruger, 2001; Lorene et al 1998). 3. 5 FEES Business Excellence Model (Source: Castillo and Uric, 2008).

Western European organizations has developed the above model which is known as FEES Excellence, it recognizes that its employees talents in organizations harness by mean of processes. This model concerned with nine criteria removed into Results management driving the people, policies & strategy, resources and partnership, which anally leads to the quality in business result (Oakland, 2000; Castillo and Uric, 2008). Hence from the above concept it is seen that one of the most ordinary concept in TTS is constant development. O make successful performance of organizations it is very important to Primarily attention on customers know the actual process To achieve employee obligation set up quality policies & objectives 3. 6 Operational Benefits of Total Quality Management It can be seen that TTS is very beneficial for the business in various ways. Some of the main benefits are listed below TTS enhances the business in the long run and expansions gainfulness and benefits as it processes higher quality products and uses less material and human assets (Steersman et. L 1997) According to Kruger (2001), Squids, Raman (2007), “The large expenses included in revising are decreased by analyzing statistics and particular disappointments and accordingly keeps the association always mindful of the quality level that it is produce. ” According to Atari (2005), “TTS helps associations to get separation and grasp new devices and technologies, for example, SSP, six sigma, Praetor examination, reason impact outlines, ND so forth which are extremely fundamental in a product organization to enhance quality”.

According to Squids, Raman (2007), “Client fulfillment is improved as TTS being an organized and deliberate approach continually meets the needs of customers and this likewise prompts getting high review in distributions and daily papers which thusly supports the business. ” 3. 7 Scope of TTS in Next 5 Years According to Oakland (2000), Because of the quick change in worldwide and specialty market there is an enormous weight on companies to get more focused.

TTS is constantly improving due the helpful result it has on organizational improvement. Thus it has turn into more necessary to forecast the future improvement & way of TTS for both practitioners & academics as change is suitable large scale (MacAdam, Henderson, 2004). The future development and growth of TTS are based on different variables, for example, technology which will keep on being a key driver of TTS, Consumer-supplier chain relationships, large-scale market & better environmental performance.

Organizations would shift towards the four main areas for the quality improvement such as customer attention, environmental focus, process focus & improvement focus. Hence who follow TTS in organization & if they correctly apply TTS then they will keep on having a competitive edge in future (MacAdam, Henderson, 2004; Emmer, Reanimating, 2008). 4. 0 Implementation of TTS in Cognizant Several of the key principle of Demise’s, Crosby and Saran’s concepts of management methodology is utilized for implementing TTS in Cognizant as per the above examination of quality concepts and models.

It demonstrates how to handle & deliver software development services & process. Constant development – According to Oakland (2000), “For the continuously improvement Cognizant should keep a track scored of the best practices & develop original tools, approaches and techniques, policies, & procedure such as benchmarking, internal audit, SSP, six sigma, cause- mapping it the Business Excellence Model is essential. ” for the improvement of processes and good process management this is very helpful.

According to Atari (2005), ” Instead of testing programs and inspections such as employment trainings and employment benefits should be introduced rather than inspections & testing keeping in mind to prevent errors in code rather than adjusting errors. ” Employee participation & growth – On-the-Job training programmers to work in the Plan-Do-Check-Act cycle and to enhance & upgrade that skill ought to be acquainted with incorporate quality with the product. By providing re-trainings and Long-term employability can make out fear of Job insecurity. Before anything making exposing weaknesses and suggestions employee must be made to feel secure. Management should focus on retraining to their employees whose to improve their skills whose performance is weak and because of this employees can able to improve their skills. Quality commitment – Once the completed method put in to the production than the footwear development procedure should not end. If any quality problem come up with during the production than the development tem should be responsible for the same. According to Petersen (1999), “Deeming emphasized that a instead of improving the system there were lot focus was given to rectifying the mistake of employees. Except duty of a single person quality is also the management from top to bottom. Hence support to all the employees than Cognizant management need to be communicate this concept (Kruger, 2001). Responsibility of Top management – Management can lead but they must not knish. They should define improvement for 5 years & standard of service in advance. Adequate budget must keep aside to put resources into new technologies for programming advancement and administrations and from that they can provide training to their employees.

Managers must have gone through knowledge of understanding of statistical process control and they must be trained on developing interpersonal skills. Cognizant administration should not set illogical level of profit and impossible targets. Zero defect planning – doing all things right in first attempt is very important in footwear companies as small code error may occur huge losses. While giving an example of telecommunication industries & banking sector, a small mistake of error may occur huge looses for the organization as well as individual ordinary person.

It involves extra cost on reworking error furthermore work which could be dispensed with by zero deficiency planning (Kruger, 2001). Focus on customer – currently world is very competitive and it is very necessary to gaining new customers and retaining existing customers. Through surveys and providing good quality of software products and accurately designing & best service n time to the clients all this are very helpful to be achieved by identifying customer needs (Tart, 2005). 5. 0 Gaps in the Operational delivery and customer expectation quality failed to meet customer’s expectation.

First gap is between delivery of product and requirement of product quality. This type of gap occurs when management is failed to meet the require expectation and standard of product due to poor quality, poor training less involvement of employees in the process. In cognizant second gap is the differentiate of external communication with clients and product delivery. The main reason of this gaps arises because the quality of product is mainly influenced by different advertisement and statement made by companies representatives. 5. Way of Resolve the gaps: By making proper implementation of TTS then this gaps between perception of quality and customers expectation can be resolved in cognizant. The first gap can be resolved by taking problem solving approach for that continuous improvement in tools, techniques & system involved in the production. As the earlier discuss all this involves giving proper training to employees that expected quality of product and owe to maintain them. By expanding the message & flow of information between the customers and the different department in the organizations from this way it can be resolved second gap in the company.

Discuss with the customers about their quality expectation so this can be help management plan accordingly. 5. 2 Challenges for Implementation of TTS in Cognizant Implementation of challenges are not that much easy and the some challenges are discussed below. While focusing on the long term objectives to rise quality & productivity can be main challenges as TTS disrupt the organizational routine. While just improvement the quality of product this may reduce the companies assurance. Major challenge of managing the trade-off between small and long term performance (Steersman at al, 1997).

Fashion may strike the public as of little importance and even refer to it as a luxury. However, fashion is evident everywhere especially in today’s society where fashion has become a meaner of self-expression. The popular society of today are becoming more and more aware of the importance of fashion in their daily lives or, to the least, in important occasions where first impression already matter. The widespread awareness of fashion entails creative minds to innovate and design not only aesthetic wise apparel and accessories but also for functional and racial purposes.

In order to produce competent designers and artisans demand an institute which can address the proper training of these artistic and skilful work forces. Zebu is full of potential fashion designers and artisans therefore gaining its title as the “Creative City’ of the Philippines by the London based “Creative Cities Campaign. ” This campaign aims to preserve, promote, and develop the existing potential creative mindset of a chosen city. Living up to the standards of this campaign are schools inclined to the arts and a fashion institute would add up to this elopement as we have several internationally acclaimed fashion designers.

Fashion schools will improve the acceptance of our local fashion designers and artisans professionally through proper certification of educational attainment. An institution duly credited and recognized by the academic society will boost the fashion industry in Zebu and hopefully pioneer in the whole Philippines. Existing fashion schools in the Philippines have recently branched out to other regions of the country hoping to cultivate potential fashion designers. Their curriculum strictly focuses on clothing design.

There are also other schools offering courses which are related to fashion namely: make-up, styling, and fashion photography. The fashion schools in the Philippines specifically in Zebu city cater only to the involvement of designing skills without the incubation of these designs. On the other hand, the training for artisans only revolve around the technical skills of production without the exposure of working with designers. Combining these two elements in one facility creates a unique academic system which promotes sustainability among students.

Educational attainment in the field of the arts have unfortunately long been selected and seen only as a hobby in the Philippines. Its is only up until now where schools focusing on the arts have sprouted all through out the country. This is due to the uprising digital and commercial age. Fashion in particular is beginning to take its mark in the Philippine academic and professional scene. Putting up a fashion institute strategically located in the center of the Philippine map would cater those who aspire to become professional designers and artisans.

Therefore, lessening or eliminating the need to go abroad to acquire proper education and training. In order o successfully teach and train students, who are artistically inclined to fashion, will be the use of architecture as an instrument to provide an efficient facility. The current set-up of fashion schools in Zebu are vocational trainings that prepare them only in small scale enterprise and are trained in spaces where they tend to dwell in their own personal space resulting to the elimination of learning opportunities. This type of set-up risks the sustainability of students in their future careers as designers.

This imposes the need to create additional spaces that examine their learning experience. The proponents of this study intend to design a facility tailored to accommodate the spatial needs of a fashion design institute which takes advantage of learning opportunities. The proponents of this study also intend to correlate the flow of curricular activities and spaces required to attain maximum efficiency of both the architecture of the institute and the curriculum/educational system to be adapted. Thus, this study aspires to answer the following questions: 1. What are the factors to consider in designing the proposed project? . How do paces interact with each other? 3. What configuration of spaces is most efficient for both indoor and outdoor circulation considering curricular activities and institutional operations? 4. What amenities and facilities are necessary? 5. What atmosphere is conducive for students to conveniently improve their talents and skills without influencing their aesthetic? The study seeks to introduce a new type of educational system aided with the proper facilities specifically and efficiently designed to accommodate the needs of the institute’s specialized curriculum. The study aims to envision: 1 .

Aims to adapt a curriculum leaning towards a holistic and comprehensive system of education. 2. Aims to improve and/or develop raw talents and skills in the field of fashion. 3. Aims to provide adequate facilities and other amenities necessary to achieve the utmost fulfillment of the institute’s educational system. The main objective of this study is to come up with a functional and effective design solution for a fashion institute in Zebu city and in the Philippines as a whole. The following is intended to be accomplished by the end of the study: 1. Research the needed space requirements for the project proposal. Research on potential industries that the community can adopt a sense of having a fashion institute. 3. Design an institution for fashion and other related courses with the proper and efficient planning of spaces in coherence with its operational and educational system. 4. Establish an actuarially design concept.

ELE591 – VHDL for Synthesis Issue 1. 0: 1st December 2010 The purpose of this laboratory experiment is to familiarise you with the principles of VHDL for synthesis targeted at programmable logic devices. You will observe how various VHDL descriptions result in Register Transfer Level (RTL) implementations and how these can be implemented within specific logic devices. The principles of back-annotation will also be explored and how this can be used to examine performance limitations of specific hardware resource mappings.

This lab assumes you are already familiar with Xilinx ISE and ModelSim, given that ELE335 is a prerequisite for this module. If necessary, consult the ELE335 lab guide, which is included in the Coursework section of the ELE591 module webpage. Most of the VHDL files needed for this lab are also available from the same location. Exercise 1: Aim: To compare the results of different architectural descriptions for the same entity Steps: • Create a project named “exercise1”. Add the file ex1a. vhd as a “VHDL module” • Select the Spartan3 as the target device Compile and synthesise the VHDL description and examine the design report file, paying particular attention to the resource utilisation summary (and timing path analysis). Also examine the RTL design. • Repeat with the files ex1b. vhd and ex1c. vhd and compare the results. Exercise 2: Aim: To illustrate the use of “don’t care” values in synthesis Steps: • Create a project named “exercise2”. Add the file docare. vhd as a “VHDL module” • Compile and synthesise the design targeting the Spartan3 device • Add the file dontcare. hd as a “VHDL module” and repeat the synthesis. • Compare the report files. Exercise 3: Aim: To illustrate logic resource requirements for conditional versus mutually exclusive input conditions Steps: • Create a project named “exercise3”. Add the file cond. vhd as a “VHDL module” • Compile and synthesise the design targeting the Spartan3 device • Add the file exclusiv. vhd as a “VHDL module” and repeat the synthesis. • Compare the report files. Also compare the timings at the design logic level and at the place and route level. Exercise 4:

Aim: To review resource and timing requirements of a complex reset function Steps: • Create a project named “exercise4”. Add the file cntpt. vhd as a “VHDL module” • Compile, synthesise and simulate the design targeting the Spartan3 device • Review the report file paying particular attention to the reset equation. • Now examine the file cntpt2. vhd which employs a synchronous complex reset. • Attempt to simulate the designs and comment on the reset timing in both cases. Exercise 5: Aim: To compare CPLD and FPGA implementations of a FIFO design Steps: Create a project named “exercise5”. Add the file fifo. vhd as a “VHDL module” • Compile and synthesise the design targeting the Spartan3 device • Recompile the design for a Coolrunner2. • Compare the report files and the resulting RTL layouts. • Place and route both designs • Compare the design files paying particular attention to the maximum operating frequency and the amount of resources used. Which timing parameter is the limiting factor on the operating frequency in each case? Exercise 6: Aim: To illustrate the effects of implicit memory

Steps: • Create a project named “exercise6”. Add the file memcont. vhd as a “VHDL module” • Compile and synthesise the design targeting the Spartan3 device. • Examine the report file. • Add the file memcont2. vhd as a “VHDL module”. In this file the signal assignments for oe, we and addr are removed from under the reset condition. • Compile and synthesise the design targeting the Spartan3 device. • Compare the report file with that of the original design. Verify that implicit memory resulted in the creation of a combinatorial latch.

Exercise 7: Aim: To illustrate the advantage of “one hot” encoding of large state-machines implemented in FPGA architectures Steps: • Create a project named “exercise7”. Add the file onehot. vhd as a “VHDL module” • Compile and synthesise the design targeting the Spartan3 device • Place and route the design and record the number of logic cells required, the setup time, clock-to-output delay and maximum operating frequency. • Now employ the file notonehot. vhd. This uses the synthesis tool to assign values to the various enumerated states. Compile and synthesise the updated design targeting the Spartan3 device. • Place and route the design and record the number of logic cells required, the setup time, clock-to-output delay and maximum operating frequency. • Compare the results with the original design. This series of experiments should be written up as an INDIVIDUAL formal lab report. The report will be limited to a maximum of 8 pages of main text (i. e. omitting title page etc). The hand-in date is the 17th December, unless you are informed otherwise.

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