Normative and Educational Ethics :: Philosophy Morals Papers

The controversies in our time between teleological and deontological ethics which come down to the problem "from being to ought," referring to human being or nature, can be resolved only by an adequate conception of human nature. Taking up the ancient tradition (Plato, Aristotle, Stoa) again, we can re-examine the teleological conception of human nature as primarily instinctive and selfish, and say that human nature is constituted also by reason and that the instinctive nature is predisposed to be guided by reason or intellect. The constitutive order of the human soul, with the subordination of the instinct under the intellect, involves already some natural goodness, of which the intellect is aware (in the natural moral conscience) and for which the will strives (in a natural inclination). This is the basis for the "moral law" and for normative ethics. Thus, human nature is not selfish in itself. Although moral goodness as humankind’s perfection is an ideal, it has in us alrea dy imperfect natural beginnings, a "natural morality." In a certain sense, the moral ought of actions comes from one’s being, from the natural moral goodness of which the intellect is aware in itself, and from its good intentions. I. Problems of Foundation Seen historically, the foundation problems of ethical norms and normative ethics have been treated, in modern times, in two opposite directions, the empiricist and the rationalistic way. The former is characterized as the aposterioric way, taking the criterion of morality only from the result of experience — feelings of usefulness and happiness —, in contrast to the latter as aprioric, taking the criterion from a law of reason — universal human duties — foregoing to all experience. Kants’ ethics tried to superate the aposterioric ethics of the English empiricists, claiming, with the rationalists, a law of reason apriori, but in doing so he did not follow the way of pure rationalism. Rather he established his position as a combination of both directions, the empiricist and the rationalistic one. They form the so-called "material" and "formal" side of his ethics. The moral law of reason, the famous "categorical imperative", belongs to the formal side, whereas the objects of our actions are considered as "material", i.e. as objects of our sensitive desire or vital needs which can be given only in the field of sensible intuition. He denies with the empiricists any intellectual intuition and formulates the "paradox of method" (1) that no object or "good" can be the criterion a priori for morality, but only the categorical imperative, of which, if applied to actions, every object or good is a consequence.

Navistar Supply Management Essay

Executive Summary Navistar was a worldwide leader in the manufacturing medium and heavy trucks for 17 consecutive years in the North America market. Navistar’s premium conventional trucks were produced at the Chatham assembly plant, which had almost 14 years experience in producing Navistar’s premium line since 1983. Navistar had forecasted increased industry demand for heavy and medium trucks in 1998. Especially, the Chatham assembly plant’s customers had strict requirements to the truck’s quality and delivery date. As the assembly supervisor in Chatham, Andy Ramsz encountered the interior trim quality and delivery problem for the truck. Andy had begun to gather data on the interior trim supply problem and he got the crucial reasons for these problems occurred. These reasons absolutely affected the Navistar’s internal supply process, increased the extra cost as well as reduced the efficiency of the supply management. According to the reasons identified for the trim supply problem, my decision is to set up the improved procedure focused on problems identified and take plans to enhance efficiency and productiveness of trim supply chain so as to relieve the difficulty of shortage problem and meet customers’ requirement accurately. Issue Identification Navistar provides premium trucks that ranged in design from no frill models to highly customized units. Customers are able to select from customized units which represented 50-80 percent of production volumes. These customized units contained various options that formed kits that included anywhere from 18-26 individual trim pieces. Andy Ramsz, the Assembly Supervisor at Navistar’s Chatham facility has been experiencing an issue with interior trim shortages for Navistar’s premium conventional trucks. The shortage of parts and non compliance with delivery schedules did not allow plant assemblers to complete the interior of a truck. The delay in completing the truck affected the bottom line as the interruption in waiting for replacement parts caused additional time and money. Environmental Issue Navistar considered quality and on-time delivery as a priority that came before costs; therefore, various improvement initiatives to quality programs were supported by top management as well as initiatives to improve processes and on-time delivery. Andy is an Assembly Supervisor but had very broad job responsibilities. Andy’s time was taken up in areas such as supplier quality evaluations, internal process documentation, process improvement, and much more. His focus was very widespread and his day was drawn away from scheduled and unscheduled meetings; this position required long hours and weekend work. In addition to the quality issues, truck interior trim shortages was another challenge which resulted in reordering of trim parts leading to additional material handling, and post- assembly installation. These delayed parts required overtime that increased cost and delayed delivery of the finished truck to the customer. Issues came from both Navistar and their supplier Trimco. Navistar had design changes such as different sizes, repositioning of mechanisms and other various designer and material changes; however, these changes to the truck interiors were not communicated to Trimco before production runs were completed. As a result, parts were shipped with different specifications than those needed for proper fit during assembly. Due to the lack of coordination and communication, this caused hurdles to Navistar and Trimco’s just in time system where lead and delivery times were compressed. As a key supplier for Navistar, Trimco provided 420,000 parts annually to Navistar. Unfortunately, of these parts, approximately 3,100 were defective, missing or inappropriate for use. These 3100 parts were another financial burden and jeopardized customer service. Due to the lack of centralisation and limited computer systems capability, Trimco had difficulty monitoring outgoing parts for shipments sent to Navistar; inappropriate component of trim parts or insufficient quantities of the correct parts were supplied. Andy estimated that costs associated with the interior trim shortages were over $200,000 per year. The company was not being run efficiently and quality control was hindering the performance for Navistar. Furthermore, Trimco was QS9000 certified, but the quality control procedures varied throughout as the company lacked consistency. To make matters worse, Trimco also had high employee turnover which meant that employees were not  all properly trained and failed to understand the knowledge and specifications of customer requirements. Alternatives Alternative 1 Research and Source another reputable supplier to manufacture 30% of the customized trim parts – To improve financial situation and alleviate the shortage issue, Navistar can source out a portion of their customized parts to another supplier while maintaining the other 70% to Trimco. The new supplier will adhere to the specifications of Navistar’s customization requirements by going through training programs. Pros: Meet on-time delivery and reduce the number of shortages Creates more inventory and safety stock Could be less risky for Navistar as they don’t have all their eggs in one basket Another supplier puts pressure on Trimco as they could possibly lose more business, so they would hopefully improve their shortage issue Cons: High cost to source, train and implement quality processes with new supplier Separating parts can confuse Accounts Payable and payment, additional paperwork Purchasing power can decrease if inventory is split between multiple vendors No guarantee that delivery and quality will immediately fit to conformity Alternative 2 Navistar will work with Trimco to develop cross-organizational teams and partnerships to re-examine programs for product quality, training, processes and logistics. Exchanging information with Trimco and having open and effective communication to work on areas of concern externally and internally will help improve operations and business for the plant, Navistar and Trimco. Pros: Working with one another by sharing my resources will help both companies ind solutions and work more efficiently By collaborating ideas and using cross-organizational teams, companies can increase efficiencies and reduce costs Creates a strong and long relationship Potential to improve lead times Cons: High cost implementing and initiating programs Takes a long time to make changes Potential for lots of changes leading to possibility of turnover if employees do not like changes If not properly executed, could be confusing to employees Alternative 3 Decrease the customer’s design options. Decreasing design options and providing standard packages will reduce the numerous trim parts for production; this can possibly increase the appropriate shortage and delivery issue. Navistar provided customized units to satisfy different customers’ requirements; customers should change the design before the production runs, which often resulted in the failure of communication to the supplier for the change, and inappropriate trim provided, or delivery delay. Pros: Standardize the â€Å"kits† form for the interior trim to increase the appropriate delivery and installation procedure. More efficient to organize production and procure trim parts. Convenient for supplier to produce trim parts and arrange the stock and inventory. Cons: Navistar may lose the market shares without the specific feature and attracting styling. Recommendation Alternative 2 – Navistar will work with Trimco to develop cross-organizational teams and partnerships to re-examine programs for product quality, training, processes and logistics. Working together with Trimco and reviewing internal processes will help Navistar rectify the trim shortage issue. Even though both companies have quality management systems and programs, a revised quality program should be cooperatively put together to increase efficiency. A Quality Representative from each organization should be placed in the other company to check on conformity, quality and completion of kits. With the help of Trimco, Navistar can create a workbook for inspection procedures for incoming kits and Trimco will have a procedure to follow for kits going outbound. The inspection will have a review checklist that examines the kits as they come in/out; if there are missing parts, they should be documented immediately. Incoming shipments with part shortages that are taken from another kit will be required to be documented and ordered. Trimco will also upgrade their computer system and enhance the centralization to monitor outgoing parts. Trimco had difficulty responding to Navistar’s design changes. Navistar will need to implement a new process to allow increase in lead time for new design changes and communicate changes to the Trimco’s design and manufacturing department. Once Navistar receives confirmation from Trimco they can expect to receive the correct trims with the correct design changes. There has been high turnover at Trimco and training employees has not been up to par. Trimco will need to work with Navistar to create a program for product quality and control than develop a manual for process and development. It will be beneficial for Navistar to help Trimco with a program and manual as this will help hold their employees to compliance standards. The manual will be a reference and include quality planning activities and controls that document the manufacture of Navistar products. Navistar has internal challenges that can be changed to help with the quality and logistics. Andy was given too many responsibilities and his focus was widespread, some of his responsibilities should be the responsibility of managers. Creating some time for Andy will allow him to focus on his core responsibilities and look to programs on continuous improvement. Allowing Andy to have free time will help as he should figure out that providing a  forecast to Trimco will more preparation for parts. The plant at Chatham should try and lean out duplicate processes and perhaps change the order in which the trim assembly took place. The trim was placed into the cab than the cab placed onto the chassis. The cab isn’t dependent on whether the trim assembly is in place; therefore, if trims were added further down the line it would provide more lead time for orders. Implementation Plan Navistar will need to assess internal process and to work with Trimco’s manufacturing department to improve their quality control and process. 1-4 Months: Navistar and Trimco will need to select a Quality Representative and train them on the requirements and specifications for the customized products. Quality representatives and the Manager of Manufacturing at Trimco will help develop a training process and combine that knowledge into Training Manuals to help train current and future Trimco employees. Navistar will provide forecasting tools and reports and review with Trimco to determine mutual understanding of the documents. Trimco will upgrade their computer systems so that monitoring of outgoing parts will be more accurate. 5-6 Months – Quality and consistency will be rigorously inspected and tested to ensure that they meet the quality standards. Navistar will set up KPI to the supplier to determine quality and performance and will be audited. Trimco will have the forecast so they should have safety stock based on the Navistar’s forecast Monitor and Control Navistar will need to examine the success of the implementation process; the training of staff, and shortages of trim parts will be assessed. The staff should be tested during the first month to see that they are comfortable and understand all the requirements for Navistar. Also, monitoring the Tricmo to see if they are using the forecast to meet production levels should be assessed monthly. Navistar will need to set KPIs and notified when quotas aren’t being met as this could be an indication of inefficiency. Areas in operations such as production level, turnaround time, disruptions, and flexibility for change would be taken as key performance measurements. Audit KPI Monthly Notes – Issues *Shortage of trim parts to Navistar Notes – Environmental Interior cut back Quality and Delivery Problem * Missing or Inappropriate trim parts. This resulted in: * Reordering of parts * Additional Material Handling * Post aggregation Installation that needed overtime ($42 per hour) * Eventually decease to a delay in delivery * Typical truck contains 18-26 individualist trims costing $630-$770 * Andy estimated that trim part shortages cost the company $200,000 annually *Slowing down the line due to reordering of parts, extra time and money in material handling, post assembly installation and HR management Trimco Industries * Supplied over 450 parts in 5 different colours and 3 different trim levels * Trimco sent about 420,000 units a course of which about 3100 were defective (0. Some processes within their facility were passing automated while some were manual * Used Quality visit Techniques Statistical Process Control (SPC), Manual Inspection and heel over Production. * Due to lack of centralisation and limited computer governance capability * Difficulty in Monitoring Outgoing Parts * Sent shipments with contradictory parts or incorrect quantities * High Attrition rate leading to employees with poor level of training, hence some employees were insensible of customer requirements * The company had difficulty responding to certain design changes. * At times these design changes were not sent by Navistar forward production runs and hence parts Notes – Alternatives 1 – Source another vendor 30% of trim parts Pros: Meet on-time delivery and reduce the number of shortages Creates more inventory and safety stock Could be less risky for Navistar as they don’t have all their eggs in one basket Another supplier puts pressure on Trimco as they could possibly lose more business, so they would hopefully improve their shortage issue Cons: High cost to source, train and implement quality processes with new supplier Separating parts can confuse Accounts Payable and payment, additional paperwork Purchasing power can decrease if inventory is split between multiple vendors No guarantee that delivery and quality will immediately fit to conformity 2 – Collaborate with Trimco for improvement Pros: Working with one another by sharing my resources will help both companies find solutions and work more efficiently By collaborating ideas and using cross-organizational teams, companies can increase efficiencies and reduce costs Creates a strong and long relationship Cons: High cost implementing and initiating programs Takes a long time to make changes Potential for lots of changes leading to possibility of turnover if employees do not like changes If not properly executed, could be confusing to employees 3 – decrease customization option Pros: Standardize the â€Å"kits† form for the interior trim to increase the appropriate delivery and installation procedure. More efficient to organize production and procure trim parts. Convenient for supplier to produce trim parts and arrange the stock and inventory. Cons: Navistar may lose the market shares without the specific feature and attracting styling. Notes – Recommendation *Monitor supplier performance *How to get the QA dept’s aligned between the companies? 1. Navistar – supply chain division restructuring on a strategic level b. Andy’s responsibilities to be shared between new subdivisions/departments taking away some of his current functions (e.g. internal documentation and material management) c. Logistics audit/review to be implemented by external company to set new procedures particularly for parts flow 2. Chatham plant – reorganization of assembly a. To review assembly process and redesign production steps for smooth and consistent move of the truck to decrease customization level and shorten production lead time b. Interior trim process flow – reduce/eliminate NVA steps through c. Increase communication efficiency with Trimco to send proper and in time data for last minute changes/redesign 3. Trimco – tighter collaboration to help them produce quality a. Involve Trimco in logistics audit c. Eliminate double processes taking place both in Chatham plant and Trimco warehouse (e.g. trim kit assembly) Notes – Implementation Navistar implementation: Action Item | Type | Term | Responsible | Duration | Status | Prepare the forecast for the trim part by month | Tactical | Short | Dealer & marketing department & procurement department | 3 month | Not started | Take the liability for the safety stock with supplier | Tactical | Short Long | Procurement department | 3 months – 6 months | Not started | Set up KPI to the supplier for the performance audit | Tactical | Short & Long | Procurement Department & production Department | 1 month | Not started | Trimco implementation: Action Item | Type | Term | Responsible | Duration | Status | Upgrade computer system and enhance the centralization | Tactical & Strategic | Long and short | IT department | 6 months or more | Not started | Arrange the appropriate training to the employee | Tactical | Long and Short | Top management & HR department & production department | 3 month | Not started | Have the safety stock based on the Navistar’s forecast | Tactical | Short & Middle | Production department | 3 months | Not started | Set up the quality traceability regulation for the quality control | Tactical | short | Production department & QC department | 1 month | Not started | Notes – Monitor and Control Element | Evaluation | # | Description | Measure | Success | Failure | 1. | Recommend best- selling configuration | Got the selling data | Accurate and detailed | Inaccurate and non-detailed | 2. | Forecast form and accuracy | accuracy | Accuracy >=80% | Accuracy =85% | Accuracy =85% | Accuracy

A Doll s House By Henrik Ibsen - 1216 Words

Throughout â€Å"A Doll’s House,† Ibsen introduces multiple varying levels of freedom between his characters. Each character has strict restrictions on the freedom they experience throughout the play and these are a direct result from their environmental circumstances. The most obvious difference in freedom stems from gender roles and the freedom a man may experience verse a woman’s allowed freedom. Other factors affecting different characters freedom come from criminal circumstances affecting how a character must behave and limited options due to unfortunate forced circumstances verses a character’s perceived viable options due to social pressure. There is not a single character in â€Å"A Doll’s House† who is lucky enough to experience true†¦show more content†¦Luckily enough for Nora, Kristine is able to convince Krogstead to not follow through with his blackmailing of Torvald by expressing how she is lonely and empty and aski ng him to â€Å"give [her] something, Nils. Give [her] someone to work for.† (78) Unfortunately, it was too late for Krogstead to get his letter back from Torvald; he was bound to read it. Torvald responds to the news exactly the way a man of his time like Torvald is expected to respond – he’s furious. He yells at Nora about how she cannot do anything right and how she would not be allowed to raise their children. Directly after his outburst, he reads a second letter from Krogstead saying how he will no longer be blackmailing Torvald – and his mood almost immediately goes from angry brute to caring husband. He is now convinced that Nora’s misconceived actions were out of love and that it was not her fault because she did not know the serious circumstances she has put herself in. This was exactly when Nora realized how superficial her idea of freedom has been up to this point. After the way Torvald reacted to both of the letters Nora knows that to Torvald she is nothing but a doll – just someone to prop him up. She described how she was â€Å"handed from papa to [him]† never truly allowed to think or act for herself (99). Nora went from just being her father’s daughter to Torvald’s wife – she never gotShow MoreRelatedHenrik Ibsen s A Doll House1563 Words   |  7 Pages In the play, A Doll House by Henrik Ibsen, the title itself symbolizes the dependent and degraded role of the wife within traditional marriages. Ibsen portrayed the generous nature root into women by society, as well as the significant action of this nature, and lastly the need for them to find their own voice in a world ruled by men. Ibsen wrote this play in 1879, this is the era where women were obedient to men, tend the children until their husband came home, and stood by the Cult of DomesticityRead MoreA Doll s House By Henrik Ibsen1717 Words   |  7 Pagesâ€Å"A Doll, a Partner, and a Change† Social movement of women liberation toward equal rights and independence has been a big subject in human history. 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Women in this time period did not work, they had nannies to take care of their children and maids to take care of their homes. Many women had no real responsibilities, they spent their time having tea parties and socializing with their friends. Henrik Ibsen dared to show the realism of the Victorian era while everyone else would only focus on the romantic aspect. In the play, â€Å"A Doll House†Read MoreA Doll s House : Henrik Ibsen962 Words   |  4 PagesDrama Analysis A Doll’s House (Henrik Ibsen) And Trifles (Susan Glaspell) In comparing both dramas, the overwhelming aspect of convergence between both is the open discussion of gender identity. Both dramas make similar points about what it means to be a woman. Modern society in both dramas is constructed with men holding power over women. This is seen in Trifles in how men like George Henderson and Mr. Hale are myopic. 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Luckily Nora’s father left her enough money that Torvald and Nora could go on a life saving trip to Italy. But the truth comes out when we find out Nora’s father did not leave her a penny. We find out that Nora got a hold of the money through a loan but she signed