Porsche company changes and breakdown

Porsche company changes and breakdown Much has changed for Porsche over the past few years. Negative market forces combined with questionable strategic moves have the iconic sport car company fighting for its life. Markets forces such as escalating fuel prices during the summer of 2008 followed by the global financial crisis have significantly suppressed demand for gas-guzzling, high-end specialty vehicles. In concert, Porsche has overstretched itself with new product introductions and an attempted takeover of rival Volkswagen. Porsche has left itself with limited strategic options. This case describes the market conditions affecting the global auto industry, presents Porsches resources and poses options for the future. As of early 2008, Porsche was celebrating a JD Powers highest quality rating for the second year in a row and 7 years of strong financial performance after near-bankruptcy in the late 1990s (see Exhibit 1)  [1]  . Porsche was again seen as a leading, high-end car company. The rest of the industry had been consolidating into fewer than 10 large, multi-brand conglomerates. Against this backdrop, Porsche was defiant about not losing its independence. However, the road forward has been full of hazards. The global economy turned downward during the second half of 2008 and the slump has continued into 2010. Porsche almost went out of business the last time the US economy lagged for an extended period in the early 1990s. Porsche must formulate its strategy carefully. Their expansions into the sport utility and sports sedan segments and attempt to take over Volkswagen have been risky, even careless moves. What should be Porsches next move in light of the rapidly changing global auto industry and Porsches current internal challenges? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and become a broader player to rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product, the 911, and focus on its engineering expertise? The global auto industry has suffered greatly from the worst US financial downturn since the 1930s. Two US auto giants, General Motors (GM) and Chrysler, have filed for Chapter 11 bankruptcy protection and there has been a new wave of mergers and acquisitions. Industry growth and leadership are shifting to China and India, and environmental technologies are leading innovation in the global auto industry. Excess car making capacity worldwide has increased sharply in the past few years. Amid weak demand, Japanese automakers have frozen or delayed new capital investments and have stepped up such efforts as lifting productivity at factories, with the goal of boosting their profitability. Toyota Motor Corp. is struggling to remain profitable as its sales have fallen by around 20% from 2007s record tally of 9 million units. Honda Motor Co. has decided to delay new plant construction until 2012 or later from the originally planned 2010. These moves are also driven by anticipation that GM and Chrysler will emerge from their bankruptcies as meaner, leaner competitors. GM has announced plans to bolster its profitability by consolidating production to support global sales of around 6 million vehicles a year, a roughly 30% decline from its worldwide sales in 2008  [2]  . New rivals have appeared with Fiat, an Italian automaker that ranked 10th in global sales rankings in 2008, taking a stake in Chrysler. In addition, the Canadian auto parts maker Magna International Inc. entering into car manufacturing through its agreement to acquire Opel, a German unit of GM. In addition, as Americas auto companies lose market share due to declining demand, Chinese auto sales have increased steadily, China is likely to pass Japan soon as the worlds largest car maker. Chinese companies have focused on acquiring production expertise as well as brand cache by bidding on Fords Volvo and General Motors Saab and Hummer. China has a reputation as a copycat manufacturer. Therefore, acquisitions offer reputation to some of Chinas 100 car companies which unknown to most people outside of China  [3]  . For example, Ford sold Jaguar and Land Rover Indias Tata Motors Ltd. in 2008 for $1.7 billion. This positions an Asian company as a potential world leader at the low-end with the $2,500 Nano and at the high-end with two global icons in Jaguar and Rover, positioning it to compete with BMW, Mercedes-Benz and Audi  [4]  . 2008 was the worst year in a decade for the US auto industry as demand slowed because of tightening credit, higher gasoline prices, and rising unemployment. Continuing declines in sales are likely for the foreseeable future in North America and Europe, while growth is projected in India, China, and Brazil. The global auto industry has been consolidating because on high costs and low demand and profitability. There were 42 independent, global car companies in 1960, and this shrunk to only 17 by the year 2000. In the medium to long term, environmental technologies will likely be instrumental in carmakers success. Germanys Daimler AG has taken a stake in Tesla Motors Inc., a U.S. electric car venture firm. Another German company, Volkswagen, has tied up with Chinese battery maker BYD Co. to bolster its ability to develop electric vehicles. BYD announced in late 2008 that it had succeeded in developing a commercial model plug-in hybrid vehicle. The Chevrolet Volt and Nissan Leaf are due to hit the market in 2011  [5]  . Porsches Resources Porsche, with over 12,000 employees in 2008, is the smallest German automobile builder, but the largest sports car specialist in the world. Sales in the 2007/2008 reached nearly 99,000, including approximately 45,000 Cayennes and 31,000 911s. Net income climbed over $6.3 billion in 2007/2008  [6]  (See Exhibit 1). The company was founded in December 1930, when Dr. Ferdinand Porsche, with 12 close associates, established an office in Stuttgart for design and consultation on engines and vehicles. By 1932, Porsches design office had developed the torsion bar suspension element that is still in use in automobiles around the world. In 1934, the Porsche Company was commissioned by the manufacturers association to design a utilitarian car of normal dimensions but relatively low weight, to be achieved by new basic measures. Prototypes of this car were on the road by the end of 1935 but World War II postponed mass production of the vehicle. After the war, Volkswagen started production of the car, which came to be known as the VW Beetle. In 1972, when the 15,007,034th unit left the VW Wolfsburg assembly line, this Porsche-designed vehicle had displaced the Model T Ford as the all-time automobile production leader  [7]  . After World War II, Dr. Porsche was commissioned to build the most modern formula race car in the world. This car started to win international road races by 1948, and based on this car design, Porsche started building the 356 sports car (see Exhibit 2) in rented production space in Stuttgart for sales through Volkswagens international network of dealers and importers. While the original plan called for only a modest production of 500 cars, sales of the 356 Porsche eventually reached an overall total of 78,000 vehicles. The success of the 356 model was followed by design of the Porsche 911 (also shown in Exhibit 2) that initially went into production in 1964. The 911 had sales, through 2008, in excess of 600,000 vehicles and was the most successful rear-engine sports car in history  [8]  . In the 1970s internal car developments included the Porsche 928, with the first all-aluminum V-8 engine, that started production in 1977, and the Porsche 924, targeted as an introductory model below the 911 model. The 924 was originally developed for the Volkswagen, but they lost interest after the 1973 energy crisis. Porsche sold the car under its own name and, with sales of 100,000 units in only five years; it became the most successful Porsche of all time. Porsche continued its tradition of active involvement in racing competition. Dr. Ferry Porsche, chairman and son of the companys founder, claimed, competition entries in racing and rallying aided technology for our production cars. Designers felt that after only a few months, and often after only weeks or even days, racing provided answers to whether new technical measures were the right ones. Porsches RD work flowed into its production cars, and was the basis for extensive sales of engineering capabilities to outside customers  [9]  . German counterparts such as Mercedes, BMW and Volkswagen dwarf Porsches production volume of about 95,000 cars per year. In 2007/2008, Mercedes and BMW sold over 1,000,000 units and Volkswagen in excess of 1,500,000 cars  [10]  . Porsches small production volumes, however, still have to accommodate great diversity. Each car is built to a customers order, and has to conform to different national and state regulations. Choices included right-hand and left-hand steering, automatic and manual transmissions, and many other options. Porsche customers frequently traveled to the Zuffenhausen plant in the northern district of Stuttgart to watch their car actually being built. Since 1972, the companys technical development has been located in a large RD center outside of Weissach, a small town about 20 kilometers from Stuttgart. To maintain its technology leadership, Porsche has invested, at Weissach, in a minimum scale of expensive capacity, including a test track, crash center, wind tunnel, motor engine test facility, and pollution test equipment. A large number of designers, engineers, technicians, and mechanics are employed to support continual innovation. With its extensive commitment to advanced technology development and its small production base, Porsche spent 15 percent of its car sales revenue on RD, a much higher figure than the 4-6 percent typically spent by other car companies. The large investment in technology development capabilities required that Porsche sell some of its equipment, design, and engineering capabilities to other car companies  [11]  . Porsche still assembles a large proportion of its cars by hand on the same site where company patriarch Ferdinand Porsche built and delivered the Volkswagen Beetle in 1937. There have been modifications, of course, especially since 1991 when Wiedeking was hired to oversee production and materials management. One shocker: He forced the company to choke down nationalist and institutional pride and bring in Japanese consultants to teach Porsche not only how to build cars better, but also how to build better cars. In the upholstery shop, craft workers soften leather with heat guns and use hand tools of their own making to caress the hide smoothly onto curving dashboards and door panels. They get the leather from workers at sewing tables. In a nearby building, a technician uses a hand wrench to apply what he suspects his power wrench or a robot might not just the right amount of force on bolts that will hold an exotic, six-cylinder Porsche engine together when some over-enthusiastic driver revs it into the danger zone. When the wrench wielder and co-workers complete the engine, it gets hauled off to one of a dozen dynamometer chambers. There, testers run it through a demanding routine for approximately 20 minutes. Charming and eccentric as Porsches factory is, it is perhaps no more than a curiosity next to less-visible enterprises that the automaker relies on for independence: Weissach, restructuring, and partnerships. Porsches Weissach RD center is responsible not only for Porsches own auto technology and innovation, but also additional profits from work it does for others. Weissach developed, for instance, a cockpit for the Airbus jetliner, a minivan for General Motors, the guttural sound of modern Harley-Davidson motorcycle engines and their low-emission performance. Porsche does not report Weissach earnings separately. Some industry analysts suppose they account for most of what the financial reports call other operating income about 12 percent of total operating income. But Weissachs biggest contribution is not on the financial statement. Weissach is staffed by 2,200 engineers and technicians, meaning that highly paid professionals are one-quarter of Porsches total head count. Too expensive for us alone, says Anton Hunger, Porsche spokesman. Yet other automakers are comfortable renting Porsches engineering brains because the tiny sports-car maker is unlikely to be a rival. Restructuring in the late 1990s was painful as Porsche has cut 25 percent of its workers. And though much handwork remains, Porsche has halved the worker-hours necessary to build the 911 Carrera, and relies more on Japanese-style, just-in-time parts delivery. About one-third to total parts is the same on Boxster and 911 Carrera. And the Boxster S gets its upgraded handling and performance from 911 Carrera parts. In 1992, Porsche was selling three dramatically dissimilar models: rear-engine, six-cylinder, air-cooled 911; front-engine, V-8, water-cooled 928; front-engine, water-cooled, V-6 968. Literally not one common part. Incredible. Not even the lock system, says Manfred Ayasse, financial spokesman  [12]  . As of 2009, Porsche sold only 5 vehicles, Boxster, 911 Carrera, Cayenne, Cayman, and Panamera. The 4 automobiles are six-cylinder, high-performance, high-priced sports cars. In an industry bent on more and more segments, this is an anomalous approach. However, Porsche is an expert at bringing out ever-more-desirable iterations, raising prices for the upgraded versions and earning much higher profits. The enhanced models do not cost much more to manufacture than the base models. Boxster made its debut late in 1996, its $41,000 price putting a new Porsche within reach of more buyers than can afford a $66,000 Carrera. The Boxster S joined the lineup in 1999, starting at around $49,000. Its appeal is chiefly a bigger engine. At the same time, the standard 2000 Boxster received enhancements that could support a price increase. Its engine grows to 2.7 liters from 2.5, and horsepower rises to 214 from 204  [13]  . The 911 Carrera is a case study in Porsches genius. The current generation was launched in late 1997, as a coupe. A pricier convertible came in early 1998. Even more-expensive all-wheel-drive versions, called Carrera 4, were added in late 1998. In 2000, Porsche offered a turbo-charged 911 Carrera. Turbo Porsche models have the brilliant high-performance credentials and legacy to command six-figure prices. Also possible is a targa-top 911, which would have a removable, hard-roof panel for those who like the breeze but dislike folding convertible tops. Porsche has recently added an S version to the 911 Carrera line-up, just as it did with Boxster. Even though Porsche says it will never merge, its not above partnerships. For example, it co-owns, with Daimler-Chrysler, Car Top Systems, the company responsible for the folding tops on Porsche, Mercedes-Benz, and Saab convertibles. And Audi manufactured the now-discontinued 924 and 944 sports cars for Porsche. The automaker has decided to outsource more manufacturing so it can boost sales, and enjoy the extra earnings that it should bring, without investing in expensive expansion. Porsche calls it the virtual factory approach. The factory in Stuttgart can manufacture only 30,000 cars a year. It is surrounded tightly by the city, limiting sprawl room. But Porsche considers the original brick factory historic and could not bring itself to replace it with a modern facility. Thus, playing well with others becomes a survival tactic. Since late 1997, most Boxster sports cars sold in the US have been made at Valmet Automotive, a car factory in Finland that also builds Saabs. The automaker helped Valmet modify its tooling and production system to accommodate the Boxster, and Porsche has quality auditors there to ensure Valmet Boxsters match Stuttgart Boxsters. The logic is impressive, says Deutsche Banks research report on Porsche: It is the design, the technology, and the brand that make a Porsche stand out. These are core competencies for Porsche. The production itself, which is more or less a commodity competency, may as well be outsourced to Valmet or VW at a lower cost than Porsche could achieve with its highly paid workforce.  [14]   In 2002, Porsche began selling Cayenne, which it developed in collaboration with Volkswagen. Porsche sells the Cayenne for around $60,000, and VW sells its version, the Touareg, for around $35,000. The two companies shared the development costs and VW manufactures both vehicles. This allows Porsche to get some of the development costs paid by VW, and Porsche does not have to invest in more factory capacity to build the vehicle (See Exhibit 3). In 2005, Porsche added the Cayman to its roster positioned between the Boxster and the 911 and priced at around $60,000 (Exhibit 4). The Cayman matches the weight and styling of the Boxster with nearly the power of the 911. This makes the Cayman lightning fast, with a 0-to-60 time around 4.5 seconds. This performance and price has made the Cayman the most sought after vehicle in Porsches lineup in 2005. In September of 2005, Porsche acquired 18.5 percent stake in Volkswagen. Porsche claimed it was attempting to secure its supply chain as Volkswagen makes much of the Cayenne, the Porsche sport utility vehicle  [15]  . Volkswagen has not performed recently and has been seen as a potential takeover target. Porsche increased its ownership of Volkswagen to 31 per cent and majority ownership in 2008. Porsche introduced its first four-door sedan in 2009 when it offered the Panamera (Exhibit 5). BMW, Mercedes Benz, and Maserati are the Panameras primary rivals catering to the high-performance, four-door sports sedan market, and the Porsche hopes to take some of this market share. The companys association with Volkswagen is leveraged as the Panamera uses the Volkswagen Phaeton platform. The Panamera is powered by the same engines that are currently available in the Cayenne, the Porsche SUV. Porsches financial situation represents its biggest challenge. Porsche and Volkwagen reached an agreement in 2009 to call off Porsches efforts to take over Volkswagen. The final shape of the two companies has yet to be fixed, but Porsche is now likely to be fully integrated into the Volkswagen Group, joining its seven other car brands-VW, Audi, Skoda, Seat, Bentley, Lamborghini and Bugatti. Porsche got into this challenging situation when it took on à ¢Ã¢â‚¬Å¡Ã‚ ¬9 billion ($12.2 billion) of debt acquiring its 50.8% in Volkswagen with its sights on taking over Volkswagen. Three things prevented Porsche from this goal. First, acquiring 50.8% of Volkwagen tripled Porsches debt. Second, the credit crisis beginning in 2007 made it more difficult and expensive to borrow money. Third, Porsche was blocked by the German government from acquiring a larger share of Volkwagen so it could access its cash reserves  [16]  . The most challenging aspect for Porsche is its debt, which Porsche wants to reduce by at least à ¢Ã¢â‚¬Å¡Ã‚ ¬5 billion. Qatar and Abu Dhabi were seen as top candidates to loan the money. However, Mr. Pià «ch, who owns 10% of Porsche, says he opposes selling a stake in Porsche to an outside investor. Instead, Volkswagen is likely to buy Porsches car business. The Future of Porsche Based on the current conditions in the global auto industry, the economy and the natural environment, what should be Porsches strategy for 2010 and beyond? Should Porsche hold pat and try to ride out the market downturn and industry shakeout with its current lineup of vehicles? Should Porsche continue to expand its product range in order to further leverage its brand and rival German competitor, BWM? Or, should Porsche retreat from expansion, return to its core product the 911 and focus on its engineering expertise? These options are influenced by and could influence Porsches current financial challenges. Porsches strategic moves are critical to its future success and existence. Exhibit 1 Porsche Financials Exhibit 2 Exhibit 3 Cayenne Exhibit 4 Cayman Exhibit 5 Panamera

The Mercury Symbol Essay -- Sex Gender Crossdresser Transsexual Essays

The Mercury Symbol My mom’s former boyfriend Rick, now known as Andrea, became a woman over a decade ago. Andrea is a transgender person whom the Mercury symbol represents. For transgender people, the Mercury symbol stands for their personal inner striving to become the gender they feel they were meant to be, equality, and pride. Happily, Andrea and my mom have remained friends since she became a woman. For many people who cross the gender line, acceptance does not always come so easily. Transgender is defined as appearing, wishing to be considered as, or having undergone surgery to become a member the opposite sex. There are many terms for or associated with transgender people, which people may also link to the Mercury symbol, such as transvestite, transsexual, crossdresser, intersexed (Wellesley College). The symbol is meant to express the balance of feminine and masculine traits within an individual. Some transgender people are open about their feelings while others, for fear of societal rejection, hide their pain for years and sometimes forever. The Mercury symbol dates back to ancient Greek mythology. Hermes (Mercury) and Aphrodite (Venus) had a child that possessed both male and female sexual organs. They named the child Hermaphroditus, which is where the term hermaphrodite originally came from. The Mercury symbol is made up of three parts: the crescent moon, the cross, and the ring. The crescent moon represents masculinity, while the cross represents the feminine and the ring stands for the individual surrounded by the struggle with gender. (forPLU) In today’s society, it is not easy to be an openly transgendered person and wear this symbol on your sleeve. Most people fear what is different... ... strength they show by changing their gender and way of life. Bibliography â€Å"I wonder what that means.† Wellesley College’s Queer Resource Handbook. 2000. Wellesley College. 28 Sept. 2004 < http://www.wellesley.edu/Activities/homepage/wlbtf/qrhandbook/definitions.html > â€Å"Normal.† Movie Tome. 2003. Movie Tome. 29 Sept. 2004 < http://www.movietome.com/movietome/servlet/MovieMain/movieid-77789/Normal/ > Stone, Sandy. â€Å"Transgender.† 1999. Sandy Stone. 29 Sept. 2004 < http://sandystone.com/trans.html > â€Å"Symbols of the Gay, Lesbian, Bisexual, and Transgender Movements.† Lambda Community Services. 2001. Lambda. 27 Sept. 2004 < http://www.lambda.org/symbols.htm > â€Å"Symbolic signatures.† 2000. forPLU.com. 27 Sept. 2004 < http://www.forplu.com/community/life&style/symbols/symbols_meanings.htm >

Office Equipment Written Answers Essay

KNOWLEDGE & UNDERSTANDING QUESTIONS Unit 221 Use Office Equipment Learner:Signature: AssessorSignatureDate Outcome 1: Know about different types of office equipment and its uses 1.1 Identify the different types of equipment and their uses  phones & e-mail allow people to contact you. Computers allow you to process business data, send pictures, pdf files and other files to customers, and vendors. Computers to design ads, budgets, as well as tracking and paying employees. printers and copiers to bulk create documents in the least expensive way possible. Hole punches to allow paperwork to be placed in binders or small folders easily. Answering machines to pick up missed calls. Post it notes to add importance to voice mail. Servers to allow multiple computers to access the same data. 1.2 Describe their different features and what they can be used for? Computers: Email, Word processing, internet, databases, file storage – Computers can be used for contact and also researching things on the internet. Computers can also be used to type professional letters or emails to customers. Files made can also be saved onto the computers memory and then can be edited or used again. Computers are also good for designing ads, look at budgets and can be used to track the payment of employees. Answering machines: Answering machines are used to pick up messages that people may have left you; it is normally used to ring customers back if you have missed their call. A good form of positive customer service. Photocopier & Printer: The printer is used to print off any work you have done on the computer or any files you have been sent or downloaded. Most regularly used for printing letters to customers and vendors. Photo copiers can are used to  copy hard copies of files. You get small copiers which only copy files, or you can get a copier that can also print and scan documents to your computer. 1.3 Explain why different types of equipment are chosen for tasks and what they are used for (e.g. to produce booklets) 1) Computers are used to write letters and communicate because letters look more professional when typed out, and by communicating online via email, it prevents the use of more paper. 2) Printers and Photocopiers: These are used because not all things can be done electronically, for example if a letter needed sending to lots of people, a hardcopy could be photocopied lots of times. Or if you have the letter template already on your computer, you can print lots of copies Outcome 2: Understand the purpose of the following instructions and health and safety procedures 2.1 Why is it important to follow manufacturer’s instructions when operating equipment? Manufacturers instructions are usually in place to not only protect the equipment from being damaged, but to also stop you getting injured using the equipment. Instructions are there to make sure you know how to use the equipment properly and how to use it without faults. 2.2. Why is it important to follow organisational instructions when using equipment? Organisational instructions are instructions that organisations put in place, they may have policies on how much you print or who can use the equipment for safety reasons. They may only have a photocopier in reception area so they know exactly who is using it and when. It is important to follow instructions of an organisation because they are normally put in place to help things run more smoothly and also for the safety of the staff. 2.3 What are the health and safety procedures for using different types of equipment? There should always be a risk assessment in place for possible accidents in the office, health and safety procedures in the office may be as simple as putting your bag under your desk to stop slips and trips. The most common injury is caused by manual handling; moving heavy equipment in the wrong way can cause strains and pulled muscles. Another procedure that may be in place is, no fluids at your desk. If you were to spill fluids, it may cause an electrocution hazard 2.4 Why is it important to follow health and safety procedures when using equipment? Health and safety procedures are in place to protect anyone from injury or harm, they’re there to prevent any hazards that may come into play in the office. In order to keep yourself and your colleagues safe, the procedures should be followed. 2.5 Why is it important to keep equipment clean and hygienic? You may not be the only person having to use the equipment and it is only courtesy to keep the equipment as you found it. Equipment should be kept clean and hygienic to prevent picking up illnesses such as cold and flu, and also to keep it pleasant. A sticky desk or keyboard and a crumby desk isn’t the nicest mess to tidy up when it isn’t your own. Outcome 3: Understand how to use equipment in a way that minimises waste 3.1 Give examples of waste when using equipment] The biggest source of waste is paper, every time a letter is opened, the envelope is thrown away, and when printing goes wrong the paper is thrown away. Ink cartridges from printers and photocopiers are thrown away when empty, as are multiple pens when they run out of ink. 3.2 Give examples of ways to reduce waste There are multiple ways to reduce waste, one of them being electronically. If people have email accounts, then letters can be sent this way rather than via post. Another way is to recycle waste, although maybe this may cause the same amount of waste, it will be used to make another batch of usable paper or other supplies. 3.3 Explain why you should minimise waste Reducing waste saves money and also is eco friendly. By printing on both sides of paper, the cost of paper is decreased by half. It can also maximise space in the office, by having less paper supplies around the office, more space becomes available in its place. Outcome 4: Know about the different types of problems that may occur when using equipment and how to deal with them 4.1 Give examples of equipment problems Technical faults can happen regularly in an office where lots of equipment is used in one place. Faults can include power shortages, phone line faults and technical faults on computers. Other faults can include issues with the printers or copiers and also issues with shortages of stationary. In order to prevent these issues, regular checks should be carried out on stocks and also the electrical equipment. 4.2 Explain why you should follow manufacturer’s instruction and organisation procedures when dealing with problems Manufacturer’s instructions ensure you are using the equipment in the right way and so reduces the chances or breakages via using the equipment wrongly. Organisations procedures make sure that the equipment is being used appropriately and so only the things that need to be printed or copied should be. Both of these should help prevent problems, but should also help  you deal with problems when they arise. 4.3 Give examples of how to deal with problems A technical issue should always be reported to the technician who knows how to deal with the problem. But the ideal way to deal with these problems is regular checks on the equipment to make sure no issues are arising. Outcome 5: Understand the purpose of meeting work standards and deadlines 5.1 Explain the purpose of meeting work standards and deadlines when using equipment If there are standards and deadlines in place for using equipment, it’s probably for a good reason. For example, you may get a task to type, print and send out a number of letters before a certain time. You should follow these deadlines as there is a possibility that the letter is of high importance and may contain valuble information which they will need for a certain time. This is the same for any deadline, there will be an importance behind the deadline which will be the reason you have to have the task done for a certain time. Outcome 6: Understand the purpose of leaving equipment and the work area ready for the next user 6.1 Explain the purpose of leaving equipment and the work area ready for the next user Leaving the equipment ready for the next user is manners, maybe the next people who use your work area wont need the stationery you’ve been using and won’t be using the same equipment you’ve been using. To have your area ready for the next person, make sure you leave it exactly how you found it when you started the day. Make sure it’s left how you would want to find it when you start work

Ancient Greek Tragedies Passion vs. Prudence - 959 Words

Greek tragedies often teach readers several valuable lessons, one of which is the catastrophe caused by acting on emotions. Both Oedipus and Antigone experience this as a result of their rash behavior. Even Creon ends up miserable in Antigone due to the change in his behavior. By acting on their emotions, these characters all experience tragic downfalls, while others, such as Ismene and Creon during Oedipus Rex, remain safe due to their prudence and indications of wisdom. Due to the actions she took based on her emotions, Antigone suffered a far worse fate than Ismene. During her conversation with Ismene, Antigone says: â€Å"Ismene, I am going to bury him† (Sophocles, 3). To this Ismene replies with: â€Å"Bury him! You have just said the new law†¦show more content†¦This clearly shows Creon to currently have a better head on his shoulders than Oedipus. Even the Chorus says, â€Å"His words are wise, king, if one fears to fall. Those who are quick of temper are not safe† (Sophocles, 10). Creon’s wisdom pays off in the end. Oedipus’ actions lead to his own tragic downfall, the banishment from Thebes and his blindness. His actions also result in the death of Jocasta. As the Chorus says, â€Å"Creon is left as sole ruler in your stead† (Sophocles, 21). Creon clearly ends up better off than Oedipus, however, his power soon goes to his head and his life takes an unfortunate turn in Antigone. When we first meet Creon in Antigone, he has made the proclamation that â€Å"Eteocles, who died as a man should die, fighting for his country, is to be buried with full military honors with all the ceremony that is usual when the greatest heroes die; but his brother Polyneices, who broke his exile to come back with fire and sword against his native city and the shrines of his fathers’ gods, [†¦] Polyneices, I say, is to have no burial: no man is to touch him or say the least prayer for him; he shall lie on the plain, un buried; and the birds and the scavenging dogs can do with him whatever they like† (Sophocles, 7-8). Creon obviously whole-heartedly believes that what he is doing is right. When the Sentry comes to Creon with the news that someone has tried to bury Polyneices, Creon becomes enraged and demands that the guilty person be brought to him. He even