Difference Between Greek and Roman Warfare :: essays research papers

DIFFERENCE BETWEEN GREEK AND ROMAN WAREFARE   Ã‚  Ã‚  Ã‚  Ã‚  The main difference between Greek and Roman warfare was the formations that they fought in. The Grecian armies all used the phalanx as a fighting formation while the Romans used the maniple. The phalanx was one mass formation that consisted of infantry eight deep. The maniple formation was actually a group of formations in a checkerboard pattern. Each maniple consisted of about 120 men and when employed in Italy, the Romans used thirty maniples. The maniple proved to be a better formation, because the phalanx left no room for maneuvering after engagement.   Ã‚  Ã‚  Ã‚  Ã‚  The Greeks basic soldier was a foot soldier that was trained for close combat. The basic combat soldier in Rome was a horse rider and an expert bowman. This was also due in part to the increase in technology as well. The Grecian hoplite would also carry a spear that compared to the Roman pilum as a predecessor. The pilum was much longer and could be thrown a lot further.   Ã‚  Ã‚  Ã‚  Ã‚  Another difference in warfare was the way that the different regions treated their opponents after a victory. The Greeks would enslave and control a defeated people while the Romans would not treat a defeated nation as slaves, but would â€Å"invite† them to ally and basically become part of Rome. This was the case of the Sicilians after they were defeated during the first Punic War.   Ã‚  Ã‚  Ã‚  Ã‚  The Roman Empire split into two different empires, the eastern or Byzantium and the western. The two empires mirrored each other politically, but not religiously. The Greeks never allowed themselves to split territory into two different powers, although some Greek city-states had dual kings, but never on a national level.   Ã‚  Ã‚  Ã‚  Ã‚  The political system of both Roman empires was based on virtue and the republic was founded with the Senate as the center. The magistrates were elected annually and also had control of the armies. The key to Roman superiority was the patriotism and training and drills.

Stonehaven Case Analysis

Stonehaven, Inc. Case Analysis March 19, 2013 Part A For this part of the analysis, consider each department in the Gdansk factory in isolation. Assume that the rest of the production system has no impact on the department you are considering. Assume that material handling times are negligible and ignore variability in processing times. 1. For the typical 100-pair batch, what is the daily capacity and manufacturing lead time within each of the following departments? a. Cutting 8 hrs/day x 60 min/hr = 480 min/day Machine 1 = (0. 05 x 4)(100) + (5. 25 x 4) = 41 min/batch Machine 2 = (0. 5 x 4)(100) + (5. 00 x 4) = 40 min/batch Machine 3 = (0. 04 x 4)(100) + (4. 00 x 4) = 32 min/batch Manufacturing Lead Time (MLT) = Since the machines work simultaneously, the MLT is 41 min/batch. Capacity = 480 min/day ? 41 min/batch = 11. 7 batches/day x 100 pairs/batch = 1170 pairs/day b. Stitching 8 hrs/day x 60 min/hr = 480 min/day Group 1 = (100/4) x 5. 0 = 125 min/batch Group 2 = (100/3) x 3. 0 = 100 min/batch Group 3 = (100/2) x 2. 5 = 125 min/batch Manufacturing Lead Time (MLT) = Because the components can’t move to the next group until the previous group is finished, the MLT is 5. min + 3. 0 min + 125 min = 133 min/batch. Capacity = 480 min/day ? 125 min/batch = 3. 84 batches/day x 100 pairs/batch = 384 pairs/day c. Lasting 8 hrs/day x 60 min/hr = 480 min/day Station 1 = 100 x 0. 7 = 70 min/batch Station 2 = 100 x 0. 6 = 60 min/batch Station 3 = 100 x 1. 0 = 100 min/batch Station 4 = 100 x 0. 9 = 90 min/batch Station 5 = 100 x 0. 3 = 30 min/batch Manufacturing Lead Time (MLT) = Because the components can’t move to the next group until the previous group is finished, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. min + 30 min = 33. 2 min/batch. Capacity = 480 min/day ? 100 min/batch = 4. 8 batches/day x 100 pairs/batch = 480 pairs/day Assumptions: My calculations are based on the assumption that the stamp time in the cutting process is per component. Therefor e, the time given is the time it takes to stamp 1 of the 4 components on one machine. Another assumption I have made is the workers performing the stitching are all equally paced. It takes each worker the exact same amount of time to perform their duties and pass the product along to the next group. 2.If the batch size were reduced to 10 pairs, what would be the daily capacity and MLT within each of the following departments? a. Cutting; b. Stitching; c. Lasting d. Cutting 8 hrs/day x 60 min/hr = 480 min/day Machine 1 = (0. 05 x 4)(10) + (5. 25 x 4) = 23 min/batch Machine 2 = (0. 05 x 4)(10) + (5. 00 x 4) = 22 min/batch Machine 3 = (0. 04 x 4)(10) + (4. 00 x 4) = 17. 6 min/batch Manufacturing Lead Time (MLT) = Since the machines work simultaneously, the MLT is 23 min/batch. Capacity = 480 min/day ? 23 min/batch = 20. 9 batches/day x 10 pairs/batch = 209 pairs/day . Stitching 8 hrs/day x 60 min/hr = 480 min/day Group 1 = (10/4) x 5. 0 = 12. 5 min/batch Group 2 = (10/3) x 3. 0 = 10. 0 min/batch Group 3 = (10/2) x 2. 5 = 12. 5 min/batch Manufacturing Lead Time (MLT) = Because the components can’t move to the next group until the previous group is finished, the MLT is 5. 0 min + 3. 0 min + 12. 5 min = 20. 5 min/batch. Capacity = 480 min/day ? 12. 5 min/batch = 38. 4 batches/day x 10 pairs/batch = 384 pairs/day f. Lasting 8 hrs/day x 60 min/hr = 480 min/day Station 1 = 10 x 0. 7 = 7 min/batch Station 2 = 10 x 0. 6 = 6 min/batchStation 3 = 10 x 1. 0 = 10 min/batch Station 4 = 10 x 0. 9 = 9 min/batch Station 5 = 10 x 0. 3 = 3 min/batch Manufacturing Lead Time (MLT) = Because the components can’t move to the next group until the previous group is finished, the MLT is 0. 7 min + 0. 6 min + 1. 0 min + 0. 9 min + 3 min = 6. 2 min/batch. Capacity = 480 min/day ? 10 min/batch = 48 batches/day x 10 pairs/batch = 480 pairs/day Assumptions: (Same as question 1 because all we changed was the batch quantity. ) My calculations are based on the assumption that the s tamp time in the cutting process is per component.Therefore, the time given is the time it takes to stamp 1 of the 4 components on one machine. Another assumption I have made is the workers performing the stitching are all equally paced. It takes each worker the exact same amount of time to perform their duties and pass the product along to the next group. Part B Now consider the factory as a system, and take into account interactions between the departments. 3. Assuming production is done in 100-pair batches, what is the factory’s daily capacity? Cutting 41 min/batch Stitching 133 min/batchLasting 33. 2 min/batch Capacity of the Factory = 480 min/day ? 133 min/batch = 3. 6 batches/day 4. What is the total MLT for a 100-pair batch? MLT Cutting= 41 min/batch Kitting= 10 min/batch Stitching= 133 min/batch Steaming= 6 hrs x 60 min = 360 min/batch Lasting= 33. 2 min/batch TOTAL MLT= 577. 2 min/batch Part C 5. How would you go about deciding the appropriate batch size for the Ston ehaven factory? What factors would you consider? How do they interrelate? (You may wish to do some calculations, but concentrate on thinking conceptually. 6. Focus only on your highest priorities for improving the production process at Stonehaven’s Gdansk factory (be specific). Explain why they are important. What actions do you recommend? How would you implement your recommendations? What do you predict will be the consequences? The most important factor a production manager must consider when determining the appropriate production level of a good is the efficiency of the process. A manager must determine what level of production utilizes the available resources to the fullest extent possible.Each step of a process will always be restrained by the other steps of the process as well as the available raw materials. As a production manager for Stonehaven, I would first analyze the individual steps of the process to make each individual step as efficient as possible. Then, I wou ld look to see how each step affects the others. It looks as though the stitching and lasting processes produce the same amount of shoes regardless of the size of the batch. Due to this fact, it seems as though the cutting process is where management should be focusing on and working towards bringing this step in line with the others.The cutting process can produce significantly more product than what the other two processes can handle. This makes me believe that we could utilize just two of the three machines. One could be devoted directly to the left shoe cuts and the other to the right shoe cuts. This would not only help with down time but also cut the expense of running a third machine. The third machine could be sold or kept on hand as a backup. There currently is no back up. If one of the machines fails, the entire process is held up and zero shoes are being produced.This would create a shortage of shoes on the shelf for customers to buy and increase the likelihood that the cu stomer will buy from someone else. If there was a back up machine, there may be a small delay in the process but significantly shorter period of time while the backup is getting up and running. The stitching process could be improved upon as well. It seems as though we could add another employee to Group 1 and decrease the amount of time it takes to process each batch to the same amount of time it takes Group 2 to process a batch.This would effectively eliminate the down time Group 2 currently experiences when waiting for product from Group 1. Another employee could be added to Group 3 to produce the same results. This would effectively decrease the amount of time the entire batch gets moved onto the next step in the process. The only aspect of the lasting process that I see could be improved upon is the distribution of duties. Significant wait time could be eliminated at this stage in the process if one employee took on more duties that would even out the amount of time at each sta tion.Or, additional employees could be used to separate the duties the employees are currently performing. Either way, each station would be waiting less time to receive the product and thereby possibly increasing the amount of production for the entire facility. Now that we have analyzed each step individually, we must now look at the entire process as a whole. Stitching is the step of the process that takes the most amount of time to perform. The key is to find the best batch size that complements the other processes in respect to this step.The smaller the batch in the stitching process, the quicker the product is passed through the process to the next step. The manager must determine the appropriate batch size so that there is minimal wait time between the stitching and lasting processes. Some other ways to improve this process is to configure it in such a way that the process runs smoothly without significant wait times. There isn’t really anything the employees in the ot her stations could be doing to create value to the process while they are waiting on more products to produce.So, the most important goal of the manager is to figure out a way for the entire process to run fluidly. Once this is achieved, inventory between the stations would be decreased to zero. The process would be so perfectly timed that the product would arrive at its destination at the exact time it is needed. This is the ideal goal of a production manager. The fewer inventories being held, the less cash is being held up on the shelf and the more is being sent out the door. The most important aspect of this process to the production manager is making sure the process is configured in the most efficient way.This specific process should be altered to bring the cutting process in line with the rest of the steps. However, if the manager had the funds to significantly increase employees in the stitching and lasting areas, these could be brought back in line with the cutting and Stone haven could produce significantly more shoes than they are currently producing. However, the issue at hand in this scenario is the amount of funds that this will require. The best way to increase revenue is by removing one of the cutting machines, increasing a couple employees in the stitching department and realigning the duties in the lasting department.

Ohio State University Acceptance Rate, SAT/ACT Scores

The Ohio State University is a large, public university with an acceptance rate of 52%. Considering applying to Ohio State? Here are the admissions statistics you should know, including average SAT/ACT scores of admitted students. Why Ohio State University? Location: Columbus, OhioCampus Features: One of the largest universities in the U.S., the attractive OSU campus includes numerous green spaces and a mix of architectural styles. The schools stadium seats over 100,000 people.Student/Faculty Ratio: 19:1Athletics: The OSU Buckeyes compete in the NCAA Division I Big Ten Conference.Highlights: Ohio State ranks among the top 20 public universities in the country, and it is one of the best Ohio colleges. OSU has strong schools of business and law, and the political science department is highly ranked. Acceptance Rate During the 2017-18 admissions cycle, Ohio State University had an acceptance rate of 52%. This means that for every 100 students who applied, 52 were admitted, making OSUs admissions process competitive. Admissions Statistics (2017-18) Number of Applicants 48,077 Percent Admitted 52% Percent Admitted Who Enrolled (Yield) 32% SAT Scores and Requirements Ohio State University requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 35% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 590 690 Math 650 760 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of OSUs admitted students fall within the top 20% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Ohio State University scored between 590 and 690, while 25% scored below 590 and 25% scored above 690. On the math section, 50% of admitted students scored between 650 and 760, while 25% scored below 650 and 25% scored above 760. Applicants with a composite SAT score of 1450 or higher will have particularly competitive chances at OSU. Requirements Ohio State University does not require the SAT writing section. Note that Ohio State does not superscore SAT results, however, there is no minimum SAT score requirement for admission. ACT Scores and Requirements OSU requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 80% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 26 34 Math 27 32 Composite 27 32 This admissions data tells us that most of OSUs admitted students fall within the top 14% nationally on the ACT. The middle 50% of students admitted to Ohio State University received a composite ACT score between 27 and 32, while 25% scored above 32 and 25% scored below 27. The ACT is the most popular standardized test for applicants to Ohio State and admitted students have some of the highest ACT scores across colleges in Ohio. Requirements Note that Ohio State does not superscore ACT results, however, there is no minimum ACT score requirement for admission. Ohio State does not require the ACT writing section. GPA Ohio State University does not provide data about admitted students high school GPAs. Self-Reported GPA/SAT/ACT Graph Ohio State University Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex.   The admissions data in the graph is self-reported by applicants to Ohio State University. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and  calculate your chances of getting in  with a free Cappex account. Admissions Chances Ohio State University has a holistic admissions process which takes into consideration the rigor of your high school courses, not simply grades and test scores alone. AP, IB and Honors courses also carry extra weight. Ohio State is also interested in your leadership experiences, extracurricular activities, and work experience. Finally, if you are a first-generation college student or part of an underrepresented group, you may get additional consideration. At a minimum, OSU wants applicants who have taken four years of English, three years of math (four recommended), three years of natural science including significant lab work, two years of social science (three recommended), one year of art, and two years of a foreign language (three years in the same language recommended). All admissions data has been sourced from the  National Center for Education Statistics  and  Ohio State University Undergraduate Admissions Office.