Jesse Bethel :: essays research papers

Jesse Moncell Bethel was born in New York City, New York on July 8, 1922. He was born to Jesse M. Bethel and Ethel Williams. His father left the home when he was only six months old and his mother died when he was only three and a half years old. Being an orphan now, he was raised by his grandmother in Arkansas. He then moved to Oklahoma where his family sharecropped cotton and cornfields. Bethel attended elementary school while in Oklahoma and later graduated from Booker Washington High School there too. Bethel attended Tillotson College in Austin, Texas. He graduated there with a Bachelors of Science degree in chemistry. He later attended graduate school in 1944 at the University of California Berkley.   Ã‚  Ã‚  Ã‚  Ã‚  Bethel’s life changed when he became only fourteen years old. At fourteen he watched 27-year-old attorney Thurgood Marshall defend a young black accused of murder in Hugo, Oklahoma. Marshall was able to reduce the young man’s sentence from death to life in prison. Marshall became Bethel’s idol. Marshall was a main reason Bethel dreamed on becoming a civil rights lawyer. Another reason for his dream was his son, Jesse Jr.. Bethel first began his college career at Tillotson College in Austin, Texas majoring in pre-law on a scholarship. This all changed when the Japanese attacked Pearl Harbor on December 7, 1941 and the United States entered World War II. Bethel read on a bulletin board that Mare Island needed chemists. This made Bethel switch his major from pre-law to chemistry. In 1944, one month after his college graduation, Bethel moved to Vallejo with his wife Claudia Nichols, who also was his college sweetheart. He moved to Vallejo in search of the chemist job at the Mare Island Naval Shipyard he learned about while attending college. A chemist vacancy at Mare Island available because another chemist left was given to Bethel. Bethel was now the first black chemist at Mare Island Naval Shipyard. For over thirty years Bethel worked on the Mare Island Naval Shipyard. One supervisor, on the grounds that his college wasn’t accredited (although it was) didn’t promote him. Bethel then made the choice of transferring to the nuclear power division. In the nuclear power division Bethel eventually became chief chemist. Bethel said, â€Å"I was discriminated against at the shipyard. I overcame it.† As chief chemist in the nuclear power division he analyzed material used in reactor plant construction, nuclear propulsion plant systems, and worked on radiochemistry on nuclear submarines.

Work Measurement

The purpose of work measurement is to determine the time it ought to take to do a job. The problem is in the definition of â€Å"ought to. † Work measurement analyst define this as the time it should take an experienced and well-trained operator to perform the job in a specific and well-defined method at a speed that can be maintained all day, day after day, without undue fatigue. This time, called standard time, can be divided into several parts: the actual elements used to perform the job; the rating factor used to determine the â€Å"normal† pace of these elements (the method used to determine the â€Å"ought to† time); and an allowance for personal time, unavoidable delays, and slowing due to fatigue. There are four main systems of work measurement. First, and most used, is time study, specifically, stop-watch time study. Motion picture and video cameras, computers, and various production timing devices can also be used in the place of, and in conjunction with, the stop watch. The second system, work sampling, is a statistical procedure for measuring work and requires an understanding of the techniques of statistics and probability. The third system, predetermined time systems (PDT), uses sets of tables of basic motions that have already been â€Å"normalized† by experts. Thus, PDT systems do not require the analyst to â€Å"rate† or â€Å"level† the measurement. Finally, there is the standard data system of work measurement which, strictly speaking, is not a measurement technique at all. Here similar elements made up of similar groups of motions from the other measurement systems are tabled and then reused as needed for subsequent products and standards. USES OF WORK MEASUREMENT Work measurement is used to determine standards against which comparisons can be made for a variety of purposes. 1. Wage incentives. If workers are to be paid in accordance with the amount of work accomplished rather than the amount of time expended (hourly), some means of determining an acceptable, or fair, amount of work is needed. The payment for work accomplished could be based on sales price and profits, but a fairer method is to establish a standard and pay in accordance to that standard. 2. Schedules. In order to schedule work effectively and keep things running smoothly and orderly, a knowledge of expected working times is an absolute necessity. Budgets. Budgets provide needed control over funds. One of their more important inputs is operating costs. Standards provide the expected operating times from which these costs are computed. 4. Labor cost control. Labor cost is usually a very significant percentage of the total manufacturing cost (normally from 10 to 40 percent). To control these costs, the actual costs must be compared to a standard and any deviation corrected, especially if the actual is greater than the standard. . Downtime studies. Properly developed standards include reasonable allowances (extra time) for personal time, unavoidable delays, and fatigue. Both time study and work sampling can be used to determine these allowances. They can also be used on a continuing basis (daily or weekly) to measure actual downtime and personal time when definitive production records are not kept and standards are not used.

Jim Collins A Successful Habits Of Visionary Companies

In Jim Collins book â€Å"Built to Last: Successful Habits of Visionary Companies,† we are given the findings of a research project seeking to discover what it takes to make a great and successful company. The project sought out to find common characteristics (i.e. â€Å"time-tested fundamentals†) that were found throughout visionary companies. The book even goes on to debunk some commonly held myths and explain reasoning behind each of these myths. Let us begin by first addressing just a few of them. The book lists twelve, but let us concentrate on only three of them. They are: 1) â€Å"it takes a great idea to start a great company,† 2) â€Å"visionary companies require great and charismatic visionary leaders,† and 3) â€Å"visionary companies share a common subset of ‘correct’ core values.† In the first case, it often thought in order to cultivate and remain successful as a company, entrepreneurs are to already have this great idea. If not, it will bound to fail, after all there is no formal planning behind it to support and foster success. However, as pointed out, it is often the case that visionary companies experience low entrepreneurial success from the start, yet in the long term they proof to be successful. This is because having or waiting for a great idea shifts away the focus of creating a company. In the second shattered myth, Collins points to the fact that a charismatic and visionary leader is not a requirement of establishing an enduring company. Rather, than focusing on beingShow MoreRelatedEssay on Built To Last1182 Words   |  5 PagesTo be successful in todays global marketplace, an organization must learn to adapt in order to stay one step ahead of the competition. Mission statements, goal setting, and planning methods alone are simply not enough any more. Management fads have given way to time-tested management principles that distinguish good companies from truly great companies. 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