Hybrid electric vehicle Essay Example for Free

Hybrid electric vehicle Essay BMS is a key component of electric vehicles and hybrid vehicles. To ensure safe and reliable operation of batteries, BMS needs to have various functions such as battery status monitoring and assessment, charging and discharging control, balancing and so forth. The fire accidents of electric vehicles (particularly pure electric vehicles) since 2013 result in consumers’ concerns about the safety of electric vehicles. Compared with HEV, PHEV and BEV have more complex battery system structure, which requires more excellent battery endurance and safety; therefore, PHEV and BEV need more mature and reliable BMS. The BMS industry will benefit from the expansion of the electric vehicle market. Throughout the global BMS market, traditional auto parts makers represented by Denso and Preh have seized opportunities by virtue of their important positions in the vehicle supply chain. As Toyota’s most important parts supplier, Denso has provided battery management modules for Prius, Camry Hybrid and other models. Preh mainly offers BMS for BMW I series pure electric vehicles. View Complete Report @ http://www. chinamarketresearchreports. com/114890. html . Meanwhile, the battery vendor LGC has established cooperative relationship with GM, Ford, Volvo and many other enterprises by providing power battery packs and related BMS to them. As for automobile companies, Tesla performs remarkably with advanced BMS technology. In contrast, professional BMS firms develop relatively slower due to technical and financial factors. In the first half of 2014, China produced 20,692 new energy vehicles and sold 20,477 ones, higher than the figures in 2013. In 2015, Chinese new energy vehicle market capacity will be quickly released, especially plug-in hybrid electric vehicles and mini pure electric vehicles will witness faster growth, which will drive the rapid development of the Chinese BMS market. In the Chinese BMS market, there are three types of enterprises: First, third-party BMS vendors, such as Epower Electronics, GuanTuo Power and LIGOO New Energy Technology. Among them, the products of Epower Electronics are used most widely and adopted by Changan, Dongfeng, BAIC, Foton, JAC, Zotye and so on. China Market Research Reports 1 Second, battery system packaging companies represented by Guoxuan High-tech and Winston Battery. Guoxuan High-tech serves JAC and Ankai Automobile with battery modules and BMS. Third, vehicle manufacturers, including BYD and BAIC BJEV. BYD integrates batteries and BMS with electric vehicle R D, and shows advantages in terms of cost and efficiency. Overall, China BMS industry still lags behind foreign countries in technical specifications and business models. To narrow the gap, some companies hope to make progress by mergers and acquisitions. For example, BAIC BJEV enhances battery system performance and technological strength via the cooperation with SK, Atieva and other enterprises; Zotye meets its demand for BMS by holding Jieneng; Desai masters some share of Epower Electronics in order to upgrade its technology from consumer electronics to electric vehicle BMS. Purchase a Copy of this Report @ http://www. chinamarketresearchreports. com/contacts/purchase. php? name=114890 . The report includes: †¢Overview of global and Chinese electric vehicle market (including overview, market size, output, sales volume, etc. ) †¢Overview of global and China BMS industry (embracing status quo, forecast, market size, BMS supporting, etc. ) †¢Major vendors in global BMS industry (involving revenue, revenue of subsidiaries, revenue structure, net income, R D, products, supporting for vehicle plants, latest developments, business in China, etc. ) †¢Major vendors in China BMS industry (comprising revenue, revenue of subsidiaries, revenue structure, net income, R D, products, supporting for vehicle plants, new projects, etc. ) †¢Main enterprises in BMS chip industry (including revenue, revenue structure, net income, BMS chip solutions, etc. ) Table of Contents 1 Overview of BMS 1. 1 Definition of Battery System 1. 2 Definition of BMS. 1. 2. 1 Definition 1. 2. 2 Classification 2 Overview of Global BMS Market 2. 1 Overview of Global Electric Vehicle Market 2. 2 Status Quo and Development Trend of Global BMS Market China Market Research Reports 2 3 Overview of Chinese BMS Market 3. 1 Production and Sales Volume of Chinese Electric Vehicle Market 3. 2 Chinese BMS Market Size 3. 3 Status Quo and Development Trend of Chinese BMS Market Explore All Market Intelligence Research Reports on Automotive Transportation For Further Information Contact [emailprotected] com . China Market Research Reports S.

Award and Graduation Essay Example for Free

Award and Graduation Essay My Most Embarrassing Experience People have feelings, happy, sad, shy, nervous, or embarrassing. I’m sure everyone has had an experience before or even now! Everyone feels. Have you ever had a feeling similar to the above? If you were happy, you must have been laughing or enjoying what you were doing! If you were angry, you had a specific reason. If you were shy, like me today, scared to present. But my point is, have you felt embarrassed? Have you felt so embarrassed before that in that moment you wanted to completely disappear, and it was killing you. Well that’s what I had felt a couple years ago. Not too long actually, I remember it like it was yesterday. I had my most embarrassing experience in middle school when I was 13. It was the summer of June like every other school; graduation was right around the corner. Graduation came sooner than we had thought. It was the morning of graduation and all the staff was setting up, the senior band rehearsing for our graduation song, parents fighting for a better view, security pulling aside parents to confiscate horns others hiding them in between layers of clothes, and students nervous for what was yet to come. It was about 20 minutes into the graduation, the moment everyone had been waiting for, handshakes, hugs and certificates. I was sitting at the front beside the stage. They had sat us down in alphabetical order according to homerooms. Anyways, they were giving prizes, announcing certificates, and handing out special awards. They said my name well at least I had thought I had heard my name. So I went up to get my award and it turned out it had been this other girl, I had heard the wrong name! Oh! How embarrassing! The worst was having to walk back to my seat because everyone was whispering about it. I did overhear one conversation and it was one of my friends. Well at least she was before that moment. I’ll never ever live that one down.

Maintenance Strategy for an Emergency Lighting System

Maintenance Strategy for an Emergency Lighting System Table 1 Term / Abbreviation Definition API Active Pharmaceutical Ingredient ATEX Atmosphere Explosible (French acronym) CAT Category CCTV Closed-Circuit Television cGMP Current Good Manufacturing Practice CMMS Computerised Maintenance Management System CSE Confined Space Entry CTU Central Test Unit Ex Explosion protection symbol displayed on equipment that is suitable for use in an ATEX area FT Facilities Technicians HR Human Resources HSA Health And Safety Authority HSE Health, Safety and Environment IR Industrial Relations IS Irish Standard IFM Integrated Facilities Management KPI Key Performance Indicator LEL Lower Explosive Limit LVI Liquid Vapour Incinerator NIPBI Novartis International Pharmaceutical Branch Ireland NRL Novartis Ringaskiddy Limited MCB Miniature Circuit Breaker MEWP Mobile Elevated Work Platform MTBF Mean Time Between Failure MTTR Mean Time To Repair PB1 Production Building 1 PB1A Production Building 1 Annex PB2 Production Building 2 PM Preventive Maintenance PU Production Unit QA Quality Assurance SAP Computerised Maintenance Management System used by Novartis SOP Standard Operating Procedure TS Technical Services VEIS Veolia Environnement Industries Services One could be forgiven for thinking that compiling a maintenance strategy for an emergency lighting system would be a trivial matter to execute. This may possibly be the case with a small office building but our challenge at Novartis was not a task that could be underestimated. The first thing to consider is the scale of the site at approximately 150 acres and that emergency lighting by its nature permeates every nook and cranny. The second is the huge emphasis placed on safety which is understandable when Seveso directives are factored in. Adding to this was the fact that until VEIS arrived on site there was no existing strategy for the maintenance of the emergency lighting system. Once the remit passed to VEIS, literally overnight, we inherited the mammoth task of restoring the system to full operation and ensuring regulatory compliance in terms of inspection and testing. This all was being played out under the watchful gaze of existing site staff that may not have been openly welcome to the notion of an IFM companys arrival on site. There was minimum time for VEIS staff to ease into their roles in this challenging environment. Needless to say the first six months on site were a baptism of fire (but thankfully not in the literal sense!). Besides immediately assuming inspection and testing duties, the initial stages involved gathering data on both the quantities of light fittings present and the extent of repair work required. The next stage required meeting with suppliers to arrange for parts supply. Full restoration of the system would then take place in tandem with ongoing inspection and testing. Regarding inspection and testing, there was little leeway for VEIS to create a customised approach as the regulations in I.S. 3217 2013 are quite prescriptive. We simply had to figure out the most effective and efficient way to deliver the required performance of such a safety critical system. I believe the expertise required from VEIS was not to reinvent a method of maintaining an emergency lighting system. Instead it was to implement a strategy, where none existed before, that worked both in terms of compliance to regulations and ensuring maximum availability of a safety critical system. On this front, we certainly delivered. Novartis Ringaskiddy Limited is an API manufacturing plant located in Co. Cork Ireland. It is part of the Novartis global healthcare company which is based in Switzerland. In January 2014, VEIS assumed responsibility for the provision of an Integrated Facilities Management contract of 5 years duration. This encompassed the following equipment/services: Utilities steam boilers, air compressors, air dryers, cooling towers, water treatment, purified water systems. Hard Services fire alarm, gas detection system, CCTV, roller shutter doors, clean room sliding doors, dock lifts, passenger and freight elevators, emergency lighting. Soft Services catering, cleaning, security, landscaping, pest control, internal plants. This was the first venture into the outsourcing of Facilities Management services by Novartis so there was a steep learning curve for all concerned. My role with VEIS was Technical Team Lead with primary responsibility over Utilities and Hard Services. Our most immediate Task was to implement a Maintenance Strategy for site wide Emergency Lighting. This had fallen into neglect over the years; mainly due to a lack of a dedicated team to oversee its maintenance there had almost been an ad hoc approach to testing and repair. Besides my role as Team Lead, the VEIS maintenance crew consisted of 2 Facilities Technicians, both with strong past electrical experience. It was decided that upkeep of the Emergency Lighting system would be fully self-delivered with no outside contractor involvement. Figure 1: Novartis Ringaskiddy Limited (Source: PM Group) Figure 1 is an aerial view of the Novartis Ringaskiddy Limited site (PM Group). Table 2 A Main Switch Room B Pump House C Tank Farm D Solvent Recovery E LVI F Contractors Compound (not in IFM contract scope) G Project Stores (not in IFM contract scope) H PB 2 I PB 1 J PB 1A K Waste Water L Utilities M Technical Services N QA Labs O Warehouse P Canteen/HR/Administration Q NIPBI Labs R Security Gate House Table 2 defines alphabetically labelled points in Figure 1. Novartis Ringaskiddy Limited is subject to Seveso directives. These directives are put in place to help prevent major industrial accidents and ensure that sites are prepared, in terms of response, for when accidents occur (European Commission, 2016). Sites are categorised according to the amount of hazardous chemicals in storage (Lawlor Technology, 2015). NRL is an upper tier Seveso site there are up to 4000m3 of solvent chemicals stored on site. There are also several Zone 1 and 2 ATEX areas. The HSA (n.d.) defines these as: Zone 1 That part of a hazardous area in which a flammable atmosphere is likely to occur in normal operation. Zone 2 That part of a hazardous area in which a flammable atmosphere is not likely to occur in normal operation and, if it occurs, will exist for a short period. Another example of a hazardous area is the Dryer Unloading area in PB1. During certain production campaigns, there is the presence of Category 3 chemicals here. Access to the area is strictly prohibited during these times. Contact with minute amounts of Category 3 chemicals can have severe health consequences for a person (Ader et al, 2005). Because of the highly dangerous operating context of the emergency lighting system, safe work practices were essential for the VEIS team on the Novartis site. We were required to develop a method statement for emergency lighting maintenance activities. This was reviewed by the HSE department and a site electrical engineer. Edits were performed where necessary prior to final approval. The use or carrying of cellular phones was prohibited at all times at NRL. Its worth noting for this exercise the challenging IR environment that VEIS entered at the beginning of the IFM contract. It was seen by many on site that moving to an outsourced service provider would result in lay-offs for NRL maintenance staff. In reality VEIS were tasked at delivering in areas that were either previously neglected or lacked central control. Until this realisation had sunk in, maximum discretion and diplomacy was required from the VEIS team in order to gain acceptance from the existing site staff. During the initial stages of the VEIS teams arrival onsite, there was an unwavering focus on all aspects of our conduct. It was of prime importance that the team displayed the upmost professionalism and adherence to safe working practices at all times. It was essential that, for our maintenance strategy to work, full cooperation was received from existing site staff. This involved gaining trust from both management and floor staff. The Novartis Ringaskiddy site, under the surface, functions as a group of almost autonomous areas. The production buildings, utilities, warehouse, tank farm waste water areas all have designated management teams who all have in turn subtle but distinct differences in methods of operation. As emergency lighting is a utility that features across the site, the VEIS team had to find a way to adapt to the varying cultural practices in order to make our strategy work. Engaging in a respectful and sometimes almost deferential manner was the order of the day. Here are some of the bridges that had to be crossed: Method Statement development The method statement for emergency lighting maintenance activities required review and approval from both the HSE process safety manager and PB1 electrical engineer. The peculiar aspect to this is that neither of the other two site electrical engineers opted to review or approve the method statement despite being presented with it. See Appendix A for cover page of Method Statement. Planning Meetings Again there was a variance here in that VEIS attended weekly maintenance planning meetings in the PB2 production building only. This was to ensure that production and maintenance coordinators were aware of upcoming works. This obviously extended beyond emergency lighting to all VEIS related maintenance. It also helped ensure that the work permitters for the building had advanced notice as resources were tight in this area. For other areas on site, email notification was sufficient to alert NRL staff of pending activities. Client Meetings As part of our customer engagement strategy, we arranged separate monthly meetings with key staff from the PB1, PB2 and Technical Services areas. This provided a forum for all parties to express opinions on any issues or indeed the good news stories. KPI Score Card Client interaction was critical here. See section 13.0 for specific detail. ATEX areas It was vital for VEIS to gain the confidence of the client in our ability to work safely and competently in the ATEX areas. As an embedded contractor, we were subject to more intense scrutiny than any sub-contractor that provided services to the client. An example would be the purchase of a Fluke Ex multi-meter that we made. This came at a cost of à ¢Ã¢â‚¬Å¡Ã‚ ¬1000. All other electrical maintenance staff used the non-Ex à ¢Ã¢â‚¬Å¡Ã‚ ¬300 version. Asset Register Individual emergency light fittings were not listed on the NRL asset register. The lowest level the register went to was the Central Test Units. The Novartis engineers were keen to have a full schedule of emergency light fittings included in the asset register so it made sense for VEIS to assist them. Aiding the NRL engineers with this task was not in the scope of the IFM contract but providing this service did much to solidify the relationship and further build trust. This was practically a mini project and involved the following activities: Compiling the full list of fittings. Listing the fittings accurately by type and by area. Redlining the lighting plans to reflect moved, removed or newly installed fittings. Confirming the correct CTUs, Distribution Boards and MCBs. Liaising with the site electrical engineers to agree on a naming/tagging convention. Supplying redlined lighting plans to site drawing office for printing and uploading to the Novartis COMOS system. Site Manual (Play Book) A site manual or play book was developed which outlined the scope of the VEIS IFM contract. This was a live document which evolved as the contract progressed and reflected any new services that were added to the remit of VEIS. The site manual was subject to periodic review by the Novartis IFM lead. High level maintenance strategies were also stored in in this book. In order to comply with rigorous onsite HSE policies, VEIS technical staff required training/certification with the following: ATEX Awareness. Emergency Lighting Commissioning Inspection. Confined Space Entry. Mobile Access Tower assembly. Current Good Manufacturing Practice. Fire Watch. Lock-out/Tag-out/Isolation. Mobile Elevated Work Platform operation. Permitting hot and cold works. SAP CMMS User level for FTs. Maintenance Planner level for Technical Team Lead. Working at Heights. Manual Handling. Safety Harness. As previously mentioned, the Emergency Lighting system had fallen into a state of disrepair on the Ringaskiddy site. With the arrival of VEIS onsite as the IFM provider, a new impetus was put on restoring the system to full operating order and maintaining it to a proper and compliant standard. In addition, it was quickly noticed by the VEIS team that list of emergency light fittings in the contract tender was not correct. There had been several additions and modifications to the system without proper records to reflect the changes. After a thorough appraisal, it was found that more than à ¢Ã¢â‚¬Å¡Ã‚ ¬100,000 would be required in parts purchasing to carry out the necessary repairs. This would have to be actioned by VEIS as it was within scope of the contract. Appendix B lists the costs of parts required to achieve a fully functioning emergency lighting system. All of the emergency light fittings on the NRL site are of the Self-Contained Emergency Luminaire variant. This type is defined as having all components such as the lamp, control unit and battery either inside or not more than one metre from the fitting (Ventilux, n.d.). 8.1 Various Types Used Figures 2 and 3 show both the most commonly used and most expensive to replace fittings used at NRL. There are other types also such as Exit/Running Man and Twin Spot. Although these are equally critical from a safety perspective, they came at a fraction of the cost to replace. It was decided because of the preferential pricing available for purchasing complete Stahl fittings that these would be used to replace defective CEAG units that were economically unrepairable. CEAG fittings were kept in service only when the repairs didnt extend beyond tube and battery replacement. Figure 2: Stahl Ex Emergency Light Fitting (Source: Stahl) Figure 2 shows the types of Stahl light fittings used on the Novartis site (Stahl). Figure 3: CEAG Ex Emergency Light Fitting (Source: Atex) Figure 3 shows the type of CEAG light fitting used on the Novartis site (Atex). 8.2 Quantities of Fittings by Area Zone Table 3 Fitting Type Ex Zone 1 Ex Zone 2 Safe Area Main Switch Room 6 Pump House 15 Tank Farm 28 57 28 Solvent Recovery 33 69 LVI 16 35 PB 2 563 130 PB 1 530 145 PB 1A 285 78 Waste Water 58 31 Utilities 55 Technical Services 95 QA Labs 88 Warehouse 93 Canteen/HR/Administration 125 NIPBI Labs 168 Security Gate House 7 Sub Totals 1455 219 1064 Grand Total 2738 Table 3 list the corrected amounts of light fittings by zone and by area. The more correct way to classify equipment suitable for use in Ex Zone 1 and Zone 2 areas is by CAT 2 and CAT 3 respectively. However it is normal in Industry to reference them by Ex Zone numbers only. Safe Area refers to type of light fittings used outside of the hazardous areas. 8.3 Components Failure Information The one benefit of taking on a dilapidated system, from a maintenance perspective, is that you have the data to hand on the reasons why the assets have failed. Figure 4 displays a breakdown of these failure modes for the emergency light fittings on the Novartis site. This information was a key driver in deciding the amounts and types of spare parts to be held on site. Figure 4: Reasons for Light Fitting Failure Figure 4 illustrates failure data compiled on the NRL site. The Inspection and Maintenance activities evolved as the contract progressed on the Novartis site. The initial stages comprised of inspection and data gathering. This advanced to inspection, testing and repairs. 9.1 Structure and Administration of PMs on CMMS Novartis utilises the SAP CMMS to administrate all of its maintenance activities. VEIS staff were trained onsite in the use of this system. The Facilities Technicians were trained to User level while the Technical Team Lead was trained to Planner level. As effective owners of the assets and systems that were in scope for the IFM contract, it was agreed that we would manage maintenance activities end-to-end. Here is a synopsis of how we ran this aspect of our operation for the emergency lighting system: PMs were built against the Asset IDs of the CTUs. The CMMS Created a PM01 Preventive Maintenance Work Order in advance of the Due Date based on the Call Horizon settings. The VEIS Planner Released the Work Order in advance of the activity being carried out. One of the FTs printed the resultant Job Card. The FTs had a predetermined period of time from the Due Date to complete the activity so as not to exceed the Late Date. PMs that overshot the Late Date required Deviation Reports to be submitted. Corrective activities were recorded using PM11 Deferred Maintenance or PM12 Immediate Maintenance Work Orders depending on the severity of the issue. Completed Job Cards and reports, where applicable, were uploaded to the CMMS and attached to the relevant Work Order before changing its status to Complete. See Appendix C for definitions of the terms used by the SAP CMMS. See Appendix D for an example of a Novartis Work Order raised on the SAP CMMS. 9.2 Permitting for Works There was variance across the NRL site in how permits to work were processed. Again it was an example of how at a high level there was standard practice but the reality on the ground was different. This was another area where VEIS had to adapt to the different procedures and ensure both safety compliance and a timely manner for delivering works. The time concern stems from lengthy delays that could occur if one did not follow the specific permitting guidelines for a particular area. See Appendix F for a table displaying the differences per area in processing of permits to work on the NRL site. 9.3 Inspection and Testing Daily Test The following is the procedure employed for the daily test: To complete the daily test of the emergency lighting system, one of the Facilities Technicians walks the site and checks the CTUs for presence of any faults. Permitting is not required for this activity. Any faults are recorded in the VEIS Emergency Lighting Logbook and repairs are put into the work queue. Visual Inspection of Emergency Lights Under the previous I.S. 3217 standard, all emergency light fittings had to be visually inspected weekly. This would have been near impossible for the VEIS team to deliver. The current standard stipulates that 25% of fittings are to be visually inspected weekly resulting in 100% being checked in a four week period. The following is the procedure employed for the visual inspection: When conducting a visual inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested if it is deemed necessary. Technicians will use the access card swipe-in system or the sign-in logbook when entering the area if such systems are present. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. The area will be left in a clean and tidy state. They will swipe or sign out when leaving the area if such systems are present. If a permit was received then it will be returned and signed off. See Appendix E for Risk Assessment table. Three Monthly Inspection (for a 3 hour self-contained system) The following is the procedure employed for a 3 monthly inspection: When conducting the Three Monthly Inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on a CTU, the MCB will be switched off which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, FTs should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-meter. When work is complete then the area is to be left clean and tidy and all circuits should be powered up. They will swipe or sign out when leaving the area if such systems are present. The permit will be returned and signed off. See Appendix E for Risk Assessment table. Upon completion of the Three Monthly Inspection and testing, a report for inspection, testing and servicing as detailed in Annex C1 and Annex C7 of I.S. 3217:2013 shall be attached to the relevant SAP Work Order where it can be viewed/printed by the PU Manager and electrical engineer of (PB1,PB2,TS). As per 16.2.4.1 of I.S. 3217:2013. A copy of the report shall be placed in the VEIS Emergency Lighting Logbook. Annual Load Test (for a 3 hour self-contained system) The following is the procedure employed for the annual load test: When conducting the Annual Load Test of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on the CTU the MCB will be switched off, which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, Technicians should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-

Hamlet Essay -- essays research papers

During Shakespeare’s play Hamlet, the main character Hamlet has to deal with the responsibility of revenging his father’s murder. He learns of his tragic death when the ghost of King Hamlet comes to him and tells him the truth of his murder: he was killed by his brother Claudius, for his crown and his wife. Hamlet decides that the best plan of action is to fake madness to attain his father’s vengeance by murdering Claudius. As the play develops, Hamlets act of being a madman becomes more and more believable, and his friends and family react as you’d expect someone who is discovering that their loved one is slowly turning insane would. As we read the play and begin to understand Hamlet’s mentality, his inner thoughts, and the reasons for his actions, it becomes clear to the reader that Hamlet is, in fact, totally and healthily sane. It becomes evident that he is simply simulating insanity so that it is easier to fulfill his duties to his father, and that Claudius’s murder doesn’t rest so guiltily on his conscience. Hamlet only feigns madness because it allows him to do and say things that he otherwise could not say without severe repercussions and suspicion being held against him. It also prevents people from blaming him for his ridiculous antics, and from taking him seriously. We first see Hamlet’s initial plan of faking insanity falling into place when he is talking to Horatio and Marcellus, telling them not to comment to anyone about his â€Å"antic disposition (Shakespeare, 75).† Hamlet’s supposed madness allows him to talk to his friends, family, and especially to Ophelia in a manner that is totally unsuitable for a human being to act, especially a prince. He is completely disrespectful and insulting in his remarks, and although his antic disposition backfires while he is talking to his mother, it allows him to severely reprimand her actions and criticize her for her disloyalty to her deceased husband because Gertrude thinks he is insane. She therefore is very passive in her response to Hamlet, being very dismissive of his actions and harsh words because of his supposed insanity. Throughout the play, Hamlet also makes some very sexually inappropriate remarks to Ophelia such as â€Å"That’s a fair thought to lie between a maids` legs (Shakespeare, 157).† He can inappropriately vent his anger toward Ophelia for her abandonment in any way he pleases, being emotion... ...the play sane, normal, healthy, loving, but with the discovery of his father’s murder and his mother’s remarriage, he dies selfish, distraught, and cold-hearted. His feigned madness is maintained throughout the entire play because it allows him to follow through with his plans, which makes Hamlet not only completely sane, but truly genius. Maybe Hamlet thought too much, but he thought (and acted) as only a sane man could. He commits no actions whatsoever without much thought and reason, and he is far too organized, particular, and articulate to be proclaimed insane. His one downfall is also responsible of his many successes: his intelligence. Hamlet thinks far too much and has too much of a conscience to behave as a madman would, and going on a murdering rampage to kill Claudius. His hesitation in doing so is the main key that allows the reader to realize that Hamlet’s insanity is a complete farce, used to help Hamlet to maximize his father’s revenge a gainst Claudius in the most efficient and effective way possible, leaving few repercussions for Hamlet. Hamlet’s portrayal of a mad man is also very complicated because it not only gets his point made, but in a believably insane way.

The Future of Social Security :: Papers Politics Welfare Essays Papers

The Future of Social Security Social Security is a system that was set up in 1935 after the Great depression to help people get through tough times. "Social Security is now used by nearly 44 million Americans"(policy.com). Only people who payed into social security are eligible to collect when they retire. Many people think that they receive the money they pay in but that is not total true. The money that you pay in is used for the people that are receiving it now. "In 1950 there were 16 workers for every beneficiary; today there are only three workers per beneficiary"(policy.com). There is more money going into social security then coming out now. The extra money goes into a trust to be used when it is needed. By the year 2032 those numbers are going to drop. By this time most baby boomers will be retired and collecting social security. This will put a big strain on the funds. There will be more money going out then coming in. And it will not take long to use all the money that is in the trust. By th e year 2034 they will only be able to pay 75 percent of the beneficiaries. "The projected average monthly Social Security benefit in 2032 of about 1,100 (in 1998 dollars) would fall to about $800, and would drop further in later years. Average benefits for low-wage earners would drop from $670 to $480"(www.ssab). Theses cut would effect the people just starting to receive benefits and those who are already receiving benefits. And with each year these benefits will decrease. As these benefits continue to decrease "the percentage of aged people living in poverty would rise"(www.ssab).Most people believe this is happening because of the baby boomers generation. There will be more people taking from social security then giving in. By the time my generation is eliable to receive social security there may not be any money to give. Everyone is worried about the future of the social security system. They wonder how long it can last after the year 2030. There are many ways people are suggesting to deal with the problem. Some suggest to raise taxes on social security "In order to continue paying full benefits in 2032 and for about 40 therefore, the law would have to be changed to increase social security taxes by almost one-half, from the current 12.

Story about a Car Wreck Essay -- Personal Narrative Essays

â€Å"We have to get them out of there!† I heard voices yelling out in the distance, but was to lightheaded to know where they were coming from. Confused, shocked and fear filled my mind as I lye on my side, gasping for air, trying desperately to stagger onto my knees. A sharp pain suddenly ran up my spine into my forehead and quickly I collapsed back onto the cold damp floor inside this mangled metal coffin in which I was trapped in. Bit by bit I moved my hand closer to my forehead, trying to impede this massive throbbing that was affecting my head. I skimmed my forehead and paused my hand on a huge gash. The pain shot into my head again, but I was able to clutch on to the seat and hold my balance. There was blood pouring down the side of my face, forming a puddle on the floor. As I lifted my head up, all I could see were lights flashing and ghostly shadows moving in all directions. The blood that I had loss slowly took affect on me, feeling disoriented I plummeted to the ground hoping that this twisted metal coffin would not become my tombstone. â€Å"I don’t want to go!† I shouted at my mom. â€Å"Perry get in the car, no questions asked!†She refused to repeat herself. My mom was one of those people who had been through a lot in her life. When you stared in her eyes, instead of her backing down she would stare right back at you with 10 times the force, which literally felt like your eyeballs were being pushed right to the back of your head. She always made dinner for the family, and like any women had a little â€Å"me† time where no one could bother her as she filled her brain with useless T.V drama. â€Å"Hurry your lazy ass up† my little brother swiftly remarked before making his quick exit through the front door. â€Å"I’ am not going to hi... ... was placed over my face. Was it over? I deliberated to myself. I tried not to breathe, but in less than a second I was unconscious again. In no apparent order multiple scenes began to flash through my head. My thoughts turned to nothing, and for one minute all I saw in my mind was an everlasting black abyss accompanied by a single deafening beep. â€Å"Perry...Perry?† A soft peaceful voice echoed in my eardrum. â€Å"Good morning† A beautiful nurse awoke me. I truly thought I was in heaven. â€Å"How are you feeling their big guy?† My curiosity got the better of me â€Å"am I in heaven?† She chuckled â€Å"Of course not† she started running some tests. I slowly pushed my eyelids open, finally coming face to face with reality. â€Å"Is my mom okay?† â€Å"Yea she’s fine, you did a very brave thing back there,† she whispered to me. I whispered back, â€Å"the funny thing was†¦I never wanted to go†¦Ã¢â‚¬ 

Fahrenheit 451 Lit. Notebook

Phi Cao Carlin – 1 English IIK 30, January 2013 1. Character: Clarisse Quote: â€Å"I sometimes think drivers don’t know what grass is, or flowers, because they never see them slowly,† she said. â€Å"If you showed a driver a green blur, Oh yes! He’d say, that’s grass! A pink blur! That’s a rose garden! White blurs are houses Brown blurs cows. My uncle drove slowly on a highway once. He drove forty miles an hour and they jailed him for two days. Isn’t that funny and sad too? (1. ) Analysis: As Clarisse and Montag meet for the first time, she asks a series of mysterious questions that no one in the dystopia would ever even think of. The statements and questions display how wise she is and how there are very few people like her in this society that can actually see the enjoyments in life and nature. She attempts to make Montag understand that this world they live in, everything moves so fast, they need to slow down every once in a while and appreciate the simple pleasures in life.Because their society is overtaken by technology they are convinced that it is the only way to make them happy. Quote: â€Å"Are you happy? † (1. 10) By asking a simple question like this, it challenged Montag to think beyond his usual capacity, thinking outside of his normal life. He’s began to have thoughts about his definition of true happiness. He starts to realize he’s not truly happy, that’s why it took him a while to respond to her question. This quote by Clarisse is one of the most important quotes throughout the story.Without this quote, Montag wouldn’t doubt himself about his true happiness. 2. Symbols: Fire Quote: â€Å"We shall this day light such a candle, by God’s grace, in England, as I trust shall never be put out. † (1. 40) Analysis: As the old woman whose house was about to be burned due to her love for books, she screams to Montag about â€Å"Master Ridley† and â⠂¬Å"playing the man. † As the story continues, Beatty reveals to Montag this quote said by a british man named Latimer. After critically thinking Montag learns that there are things in the world hat are worth living and dying for which no one in this society is willing to do. For the woman it symbolizes unyielding strength, determination and dedication. Quote: The fire was gone, then back again, like a winking eye. He stopped, afraid he might blow the fire out with a single breath. But the fire was there and he approached warily, from a long way off. It took the better part of fifteen minutes before he drew very close indeed to it, and then he stood looking at it from cover. That small motion, the white and red color, a strange fire because it meant a different thing to him.It was not burning. It was warming. (3. 145) Analysis: Throughout the whole story Montag saw fire as nothing but destruction and he took pleasure into book burning at the beginning. So now seeing that this flame as a nice warming home for him, it begins to make him question. This small warm-felt fire began to make him see what he’s been so clueless about all along. Burning books wasn’t the solution but the problem. He then reconsiders about what Clarisse said about firemen. What if his job was really to stop burning books and rather than starting them?