Did Our Ancestors Live in Harmony with the Environment? :: Environment Environmental Pollution Preservation

Did Our Ancestors Live in Harmony with the Environment? It appears that humans are entering a stage in their collective lives in which we are beginning to see that we can quite easily alter our environments very drastically. Some are still divided about how they feel about this, feeling that things cannot possibly be as bad as the many doomsday-scenarios painted by both scientific and religious authorities. And there are others who are extremely worried about our collective affect on the environment, and fear that it may already be too late for humans, and the world will soon change sufficiently enough to make continued human survival on this planet very difficult. From both types of people, the question arises, "Was there ever a time when humans lived in a way that was more or less in harmony with the environment?" A key element in this discussion is the use of technology, loosely defined as anything outside of natural biological functions that is manipulated and used to obtain an objective. To search for a time when our ancestors might have lived more environmentally consciously, one needs evidence, and in this case, it is generally thought that the only real evidence to be found is through fossils of things created and used by these people of so long ago. But how far back in time are we talking about? And is there any other kind of evidence that might shed a bit of light on how people lived in those times? It is generally acknowledged that starting with our ancestor Homo erectus, humans began to use their hands to make tools (Ponting, 18). This knowledge is based on dating techniques of archaeological findings such as skeletons and early tools, and the rough estimate of the appearance of this tool-using human is around 2 million years ago. In case it is not obvious, that is a very long time. Even in the last 4000 years, the amount of change that human culture and society has undergone is enormous, and at least that much is historically documented by at least some cultures in varying intervals. But to jump all the way back to 2 million years involves a very far leap indeed. There is not much evidence that tells us anything about societies so far back in time. There are some bones and stones, but nothing that really breaks down all those thousands of years into any real understanding of the societies of that era.

Chemical Engineer :: essays research papers

Chemical Engineer The chemical engineer is an invaluable link between scientific principles and manufacturing realities. It involves the use of chemical, physical, and engineering principles. The scientist in a laboratory does basic research to develop new compounds and processes. When the scientist discovers a product that may be useful, the chemical engineer takes over. They adapt the product for big scale manufacturing. They do this by designing a plant to produce the item on large scale. Thus the engineer is the link between the laboratory and commercial production. The chemical engineer’s earnings depend on several factors. Their educational background dictates much of what the engineer will earn. Also, experience and the location of the employer will make a very big difference. The starting salary for a chemical engineer with a Bachelor’s Degree can range from $30,000 to over 35,000 per year. An engineer with a Master’s Degree can earn anywhere from $35,000 to over $40,000. A chemical engineer with a doctorate can earn $45,000 to well over $60,000. "To be successful in chemical engineering, one must be curious and persevering" (Finney IV 13). The person must be flexible in order to adapt to each phase encountered. They must also be ambitious. Honesty is another very important trait. They must be cooperative since they are a member of a team. In order to get a job as a chemical engineer, a person should have at least a Bachelor’s Degree. The degree should be in chemical engineering. The degree is acquired by four years of study. Subjects studied include engineering, drawing, chemistry, mathematics, English and speech, computing, economics, and social studies. The actual specialization in chemical engineering is usually in the third year of study. There are many advantages that go along with this job. The career offers challenges in both science and industry. Also, the work allows for other companies to expand and hire more people. Thus, this creates new jobs. There are also disadvantages. First, there is a great responsibility placed onto the engineer. Also, there is a great deal of pressure involved with this kind of work. The future for the chemical engineer looks very promising. As new drugs and vaccines develop, the chemical engineer will be needed. This a new and exciting field to work in. Many people are becoming more and more interested in it. This increase in engineers called for and increase in jobs. Someone interested in becoming a chemical engineer should concentrate on the sciences in high school. They should be "good" at chemistry and physics. Chemical Engineer :: essays research papers Chemical Engineer The chemical engineer is an invaluable link between scientific principles and manufacturing realities. It involves the use of chemical, physical, and engineering principles. The scientist in a laboratory does basic research to develop new compounds and processes. When the scientist discovers a product that may be useful, the chemical engineer takes over. They adapt the product for big scale manufacturing. They do this by designing a plant to produce the item on large scale. Thus the engineer is the link between the laboratory and commercial production. The chemical engineer’s earnings depend on several factors. Their educational background dictates much of what the engineer will earn. Also, experience and the location of the employer will make a very big difference. The starting salary for a chemical engineer with a Bachelor’s Degree can range from $30,000 to over 35,000 per year. An engineer with a Master’s Degree can earn anywhere from $35,000 to over $40,000. A chemical engineer with a doctorate can earn $45,000 to well over $60,000. "To be successful in chemical engineering, one must be curious and persevering" (Finney IV 13). The person must be flexible in order to adapt to each phase encountered. They must also be ambitious. Honesty is another very important trait. They must be cooperative since they are a member of a team. In order to get a job as a chemical engineer, a person should have at least a Bachelor’s Degree. The degree should be in chemical engineering. The degree is acquired by four years of study. Subjects studied include engineering, drawing, chemistry, mathematics, English and speech, computing, economics, and social studies. The actual specialization in chemical engineering is usually in the third year of study. There are many advantages that go along with this job. The career offers challenges in both science and industry. Also, the work allows for other companies to expand and hire more people. Thus, this creates new jobs. There are also disadvantages. First, there is a great responsibility placed onto the engineer. Also, there is a great deal of pressure involved with this kind of work. The future for the chemical engineer looks very promising. As new drugs and vaccines develop, the chemical engineer will be needed. This a new and exciting field to work in. Many people are becoming more and more interested in it. This increase in engineers called for and increase in jobs. Someone interested in becoming a chemical engineer should concentrate on the sciences in high school. They should be "good" at chemistry and physics.

James I of England and Macbeth

Some say he's mad; others, that lesser hate him, Do call it valiant fury† (Caithness: Act 5, Scene 2) Consider Macbeth as a gothic protagonist in the light of this comment.Although William Shakespeare's ‘Macbeth‘ was written in a time before the introduction of the Gothic genre, it is fair to argue that he fits the role typically prescribed to Gothic protagonists. However, the question of whether he is ‘mad' or shows actions of ‘valiant fury' is a matter open to interpretation. Sickness and madness are common themes in Gothic texts, and it is arguable to suggest that as a Gothic protagonist, Macbeth is indeed driven to madness.Firstly, his repeated association with various supernatural elements in the play present him as being a character who is perhaps driven by his own mental manifestations; upon seeing a levitating dagger, Macbeth questions whether it is in fact â€Å"a dagger of the mind†, citing the possibility of his â€Å"heat-oppress'd br ain† being the factor behind this vision. However, while many Gothic protagonists are associated with elements of the supernatural, that is not to say that they are mad. For example, when Macbeth witnesses Banquo's ghost – â€Å"Never shake thy gory locks at me!† – it is perhaps fairer to argue that the ghost is a manifestation of his own guilt as opposed to an outright madness which possessed Macbeth.Those who argue that Macbeth is mad may relate his madness back to the notion of Gothic protagonists possessing an all-consuming passion or goal which they are determined to reach. In Macbeth's case, this desire is arguably his thirst for power and desire to kill the king. Some critics would refute this point, and argue that Macbeth does not harbour such a passion, and that it is the femme fatale-esque character of Lady Macbeth who taunts Macbeth with demeaning rhetorical language such as â€Å"Are you a man?† and â€Å"I would be ashamed to wear a he art so white†; there is certainly evidence to suggest that Macbeth's desire to be king does not lead to his madness, and that it is his wife's power that leads him to the first of many murderous acts.However, this interpretation may be too narrow in its analysis, and it is perfectly possible to argue that Macbeth's inherent thirst for power is what leads to his ‘madness'. In act one scene four Macbeth expresses quiet dismay at  Malcolm's appointment as the Prince of Cumberland, referring to the obstacles in his path to glory as â€Å"a step / On which I must fall down, or else o'er-leap†. In terms of structure, this scene occurs before Macbeth and Lady Macbeth's onstage discussion, and suggests that Macbeth's madness does indeed stem from the typical Gothic protagonist role as one who is driven to madness or inner conflict by an all-consuming passion. Furthermore, this passion is present even in Macbeth's first meeting with the witches, where Banquo notes that M acbeth is â€Å"rapt withal† at the possibility that he â€Å"shalt be king hereafter†.Another typical feature of a Gothic protagonist is a high social rank, which â€Å"noble Macbeth† certainly adheres to. It may then be in his nature as a worthy warrior to strive for greatness and power; perhaps Macbeth's actions are down to ‘valiant fury' after all. Shakespeare's use of adjectives such as â€Å"brave† and â€Å"worthy† establish him as a high-ranking soldier before he is even introduced; this of course contrasts with the language used to describe him later, where demonic imagery such as referring to him as a â€Å"hell-hound† and â€Å"something wicked† associates him with inherent evil.In act one scene two, the Captain describes Macbeth's fearlessness and fury on the battlefield, describing how Macbeth ran his sword â€Å"from his nave t'the chops† in what is considered an act of bravery. This may lead to the assertio n that Macbeth is not ‘mad' after all, and that the nature of his character is far more likely to succumb to ‘valiant fury', since he is a warrior and, as already mentioned, has the will to kill the king harbouring within him as soon as he hears the witches' prophecy. However, the word ‘valiant' suggests a sense of honour and dignity surrounding Macbeth's tyrannical reign.Macbeth's actions may have been valiant, had King Duncan been a cruel and oppressive king. However, Shakespeare presented Duncan as a kind and virtuous character, perhaps to appease King James I, who was the king at the time of writing and admired Shakespeare's work. The fact that Macbeth murders the king is already contrary to the divine right of kings at the time, but the fact that the king was virtuous allowed for little interpretation calling Macbeth ‘valiant'. Furthermore, Macbeth's duplicitous nature in the play sets him aside as a character who does not possess ‘valiant fury' at all.He openly lies to Banquo, his trusted friend, by replying with â€Å"I think not of them† when questioned about the witches, and after Duncan's body is found he  delivers a melodramatic and duplicitous monologue expressing his professed grief. The fact that Macbeth is called â€Å"noble† and is described indirectly as â€Å"a gentleman on whom I built an absolute trust† directly contrasts with his duplicitous and cunning nature. This contrast is perhaps best explained as the extremes of Macbeth's behaviour as a character, a feature typical of Gothic protagonists.Most Gothic protagonists are caught in a dilemma or inner conflict, which often leads to extremes of behavior. In Macbeth's case, it is as though he is aware of his own actions and cannot even say the word ‘murder', instead making use of euphemisms such as â€Å"this bloody business†, yet he is also flippant in certain orders, such as the request that Macduff's â€Å"wife and babesâ €  should be killed. Therefore, considering his conflicting and deceptive nature, it is indeed possible to refer to Macbeth's actions as fury rather than madness. Valiant fury, however, is perhaps not true; there seems to be almost no honor or nobility in Macbeth's actions and willingness to lie.Macbeth's alleged madness is often linked to his use of emotive language. For example, the metaphor â€Å"full of scorpions is my mind† makes it sound as though Macbeth's mind is poisoned, or out of his control. However, as just one of many instances where Macbeth uses Gothic language, it is not necessarily true to link such metaphors to madness. Instead, it is perhaps likely that Macbeth is referring to the conflicting nature of his mind, and the inner turmoil that he is facing as a Gothic protagonist. In conclusion, the assertions that Macbeth is either ‘mad' or harbours ‘valiant fury' both seem to undermine his nature as a Gothic protagonist.Macbeth's ‘madness' is perhaps better described as the conflicting nature of any Gothic protagonist, and the notion that Macbeth's fury is ‘valiant' contrasts the numerous times where Macbeth's cunning is anything but valiant or noble. Macbeth is indeed typical of a Gothic protagonist but, like many, does not necessarily fall into just one category.

The Negative Effects of a Cellphone

When the first cellular phone was invented, its uses only went as far as a phone call. As time and technology advanced, so did the development of the cell phone. A basic phone today can make calls, take photos and videos and even function as a GPS. But with the advantages comes the disadvantages. The increased use of cell phones has had a negative influence on society. For example, the use of cellphones has limited socializing, the demand and costs have affected consumers negatively and they have also been a common factor in many car accidents, including fatalities. The dependency of cellphones has had a negative social effect.The cell phone is probably one of the most commonly owned devices in America. â€Å"75% of all American teens ages 12-17 own a cell phone, and 66% use their phones to send or receive text messages. † (Madden and Lenhart 2) The cell phone has become the primary source of communication for many people. The simplicity of typing a message, or making a phone call rather than relaying that message in person has resulted in a disconnect from society for many people. â€Å"Reliance on a relatively quick and cheap form of interaction means that we might dispense with the longer and more ponderous process of a personal visit. (Ling 185). So, although you may communicate more often through cellphones, the physical part of a relationship is neglected. As a result of depending on cellphones as a main source of communication one may, in a sense, forfeit a substantial portion of a much needed social life. Moreover, socializing is an acquired ability, an ability that is significant in the growth and maturation of children and teens. The over use of cellphones can impede one from fully exercising these abilities. A large number of people own and use cellphones regularly. So much so that it has become a societal norm.Almost every place one may go cell phones are practically expected of them. For example, at some doctors’ offices they offer a free texting service to remind a patient of any appointment that he or she may have. Many clothing and grocery stores offer coupons and sales alerts that can be sent directly to a mobile device. But the problem comes when not everyone can afford to keep up with what society has labeled to be â€Å"the norm. † There are many people who cannot afford to buy a phone let alone afford a phone bill every month. The cost for cellular service is xpensive and always increasing. According to a survey, â€Å"Of the 1,400 readers who responded, 80 noted their bill was between $190 and $210. On average, that group had 3. 1 phones, meaning the cost is about $65 per phone. People with bills near $250 paid $67 per phone† (Sullivan). As a result, a number of people reported that they felt the need budget and cut back in order to afford a phone bill. Unfortunately, society essentially requires people to have a cell phone, even with cut backs and budgeting, having a cell phone is not fi nancially realistic for everyone.The use of cellphones has shown to be very dangerous to drivers and their passengers. This is mainly due to the increase in texting and driving as well as the amount of phone calls made while behind the wheel. According to Madden and Lenhart, 52% of cell phone owning teens ages 16-17 say they have talked on a cell phone while driving. That translates into 43% of all American teens ages 16-17 (2). With such a high percentage of distracted drivers, the likelihood of accidents, with and without fatalities has also increased. In 2008 alone, there were 5,870 fatalities and an estimated 515,000 people were injured in police reported crashes in which at least one form of driver distraction was reported† (Madden and Lenhart 3). Every time a driver decides to use a cell phone while operating a vehicle, they are not only putting their lives in danger, but also the lives of their passengers, pedestrians, and other drivers. Since the invention of the cell phone, its uses and capabilities have become a part of an everyday American life, an everyday life which cell phones has impacted society negatively.With an increased dependency on the cell phone, society and its growth have experienced major setbacks. Socialization, personal financials, and automotive drivers have all been effected in negative ways. This is mainly because the cell phone has evolved and is now made to do nearly anything one may think of. So although the cellphone was intended to help with one’s everyday life, what seems like a good idea at first may not affect society positively in the long run.

The UA&P Hallmark Programs

Last September 22, 2000 was the People Development Day of the University of Asia and the Pacific (UA&P). It was highlighted with a program that became a gathering of the high ranking personalities the university has like the UA&P president, Dr. Mario D. Camacho; the Dean of the College of Arts and Sciences, Dr. Antonio Torralba; the Vice President for Administrative Affairs, Dr. Josemaria Mariano; and the program director of the People Development, Mr. Jun Papelleras. Dr. Antonio Torralba discussed the UA&P hallmark programs which I am going to tackle throughout this paper. The word hallmark means a distinguishing characteristic sign, trait, or feature that makes one unique. In the case of the UA&P, it has three hallmark programs which are namely: values education; people development; and research and communication. In the field of values education, the UA&P is committed to teach its students with the right and proper values and attitudes that will help not only for the betterment of the society but also for their common good. As a matter of fact, the university offers courses in social and professional system of moral values. With this, the UA&P aims to develop students with discipline, diligence, spirit of enterprise, integrity, social solidarity, and universal outlook. The second hallmark program of the UA&P is the people development. In this field, the university students are trained to be: environmentally aware in our surroundings; cooperative to others; values oriented; concern to their health and to the proper food nutrition; saves for mobilization; and properly educated persons. The UA&P believes that through these six programs of people development, the students will achieve its fullest potential as a well being. The last hallmark program of the UA&P is the research and communication which is the foundational aims of its forerunner, the Center for Research and Communication. It is said that the UA&P continues its researches with the humanistic, professional, scientific and technical knowledge for the common good of the society. The university, through research and communication, aims to be a tool for the upliftment of the moral and social status of society. Truly, the UA&P makes a difference through its three major hallmark programs as compare to the other universities and institution in the land. And that makes the UA&P unique and one of a kind. The UA&P Hallmark Programs Last September 22, 2000 was the People Development Day of the University of Asia and the Pacific (UA&P). It was highlighted with a program that became a gathering of the high ranking personalities the university has like the UA&P president, Dr. Mario D. Camacho; the Dean of the College of Arts and Sciences, Dr. Antonio Torralba; the Vice President for Administrative Affairs, Dr. Josemaria Mariano; and the program director of the People Development, Mr. Jun Papelleras. Dr. Antonio Torralba discussed the UA&P hallmark programs which I am going to tackle throughout this paper. The word hallmark means a distinguishing characteristic sign, trait, or feature that makes one unique. In the case of the UA&P, it has three hallmark programs which are namely: values education; people development; and research and communication. In the field of values education, the UA&P is committed to teach its students with the right and proper values and attitudes that will help not only for the betterment of the society but also for their common good. As a matter of fact, the university offers courses in social and professional system of moral values. With this, the UA&P aims to develop students with discipline, diligence, spirit of enterprise, integrity, social solidarity, and universal outlook. The second hallmark program of the UA&P is the people development. In this field, the university students are trained to be: environmentally aware in our surroundings; cooperative to others; values oriented; concern to their health and to the proper food nutrition; saves for mobilization; and properly educated persons. The UA&P believes that through these six programs of people development, the students will achieve its fullest potential as a well being. The last hallmark program of the UA&P is the research and communication which is the foundational aims of its forerunner, the Center for Research and Communication. It is said that the UA&P continues its researches with the humanistic, professional, scientific and technical knowledge for the common good of the society. The university, through research and communication, aims to be a tool for the upliftment of the moral and social status of society. Truly, the UA&P makes a difference through its three major hallmark programs as compare to the other universities and institution in the land. And that makes the UA&P unique and one of a kind.

“Philip Condit and the Boeing 777

The case study „Philip Condit and the Boeing 777: From Design and Development to Production and Salesâ€Å" deals with the launch and development key points of the Boeing 777 model in the 90s. Generally, the aircraft industry is described as a very risky one as failure is the norm due to high product development costs. Furthermore it consists of a rival duopoly of the survival jet makers Boeing and Airbus. The Boeing company’s history of producing jets can be split into two eras. In the 1920s, 1930s and during Worlds War II., it was a military contractor producing bombers and fight aircraft. Later on, in the 1950, Boeing became the world‘ s largest manufacturer of commercial aircraft. Their first jet was the 707 model. Although Boeing was very successful, Airbus remained a serious rival. In 1988, Boeing planned to upgrade the 767 model in order to meet the level of Airbus‘ competition which launched two new models. As Boeing had no 300-seat jetlines, nor plans to develop such a jet, the Executive Vice President Philip Condit proposed to design a 767 double-decker jet. To explore the risks, he tried to find out if the customers were interested in such a launch. But United Airlines rejected the idea of a 767 double-decker, as it had no chance against Airbus‘ new model transports. Instead, Condit was won over to develop a completely new commercial Boeing jet which would be called the 777 project. One of the main characteristics of the Boeing 777 jet was that it was a consumer driven product. In order to decrease the risk of developing the new jet, Boeing approved the project only until it obtained 68 firm orders of the 777 jet by the carrier United Airlines. Only then Boeing commited to the 777 program and the directors approved the close cooperation of the two companies. For the design and development phase Boeing introduced the „Working Togetherâ€Å" with eight more carriers. Furthermore Boeing 777 was a globally manufactured product, for which 12 international companies were contracted. Boeing split the risk of the new product on a family of planes consisting of different planes build around a basic 777 model. By that, the design included a maximum flexibility for future changes of the model according to customer preferences. Besides these facts, the 777 project delivered the first jetliner designed entirely by computers. Instead of old-fashioned two-dimensional methods, the sophisticated computer program „Catiaâ€Å" (computer aided three-dimensional interactive application) had been used. Furthermore, all team members were connected according to Catia, which made them be cross-functional. During the 777 project, Boeing implemented a new company culture, where assembly line workers were empowered and encouraged to offer suggestions and participate in the desicion making. Managers also payed attention to problems faced by their workers, such as safety concerns, childcare, etc. The Leadership and Management style changed from a secretive one to open communication among employees; from an individualistic mentality to teamwork. In the 1990 the new 777 aircraft program had been launched and in 1995 the first jet had been delivered, while in 2001 the 777s were flying in the service of major U.S. and international airlines. Although Boeing produced the most successful commercial jetliner, it was a risky project and its process contained unresolved problems. Problem statement The main concern of Boeing was its insufficiency to reach the competitive level of its only rival, Airbus. While Boeing had no plans to even develop a 300-seat jetline, Airbus had launched in 1988 two new successful models. Condit’s proposition of a modernization of the already existing 767 model by upgrading it to a double-decker jet, had been refused by United Airlines. United’s contra argument was that a Boeing 767 double-decker was no match to Airbus’s new model transports. Boeing’s challenge was to create a completely new commercial jet model which should not only be the preferred airplane in the aircraft industry, but at the same time be launched at a competitive price. The most costly and risky part of the development of an aircraft was the production of the jet engine. Its production could cost as much as producing the airplane itself. By deciding to develop a completely new 777 model instead of updating the older 767 model, a new engine had to be developed. Although Boeing had been strong in the 90s, the project still was risky. A failure of the costful new jetliner might have led to a decline of the Boeing company. The question was how to develop technological and managerial innovations to cut costs. Those innovations in aircraft design, manufacturing and assembly were supposed to update Boeing’s engineering production system and manufacturing strategies. The case focuses on efforts done to survive in the aircraft market by modernization, success and cost effectiveness. All efforts finally run to the question, if Boeing will achieve a better competitive position to Airbus. Data analysis The main problem of the company arouse because its latest, eight-year-old, wide-body twin jet 767 Boeing model, even if upgraded and turned into a double-decker, still couldn’t be a match to Airbus’s new 300-seat wide-body models (the two engine A330 and the four engine A340). If Boeing wanted to have future on the market, it quickly had to resolve this issue by planning a way of enhancing its competitive position relative to Airbus. Boeing was also being urged by the United Airlines and also by other airline carriers to develop a brand new commercial jet, which was even expected to be the most advanced airplane of its generation. The decision to be made in terms of this issue lies in the responsibility of Frank Shrontz, Boeing’s CEO, in 1988. The stakeholders to be further affected by it were the future customers of the 777 Boeing model – airline carriers from all around the world, like United Airlines. Also relevant to the outcome of Shrontz’s decision were the manager Philip Condit, put in charge for the 777 project, as well as all the others 10 000 employees and lower level managers, that were recruited to work on it. The situation was going to affect as well Boeing’s suppliers for structural components, systems and equipment, which were twelve international companies located in ten countries. As first constrain for resolving the issue we can note that Boeing’s production system and manufacturing strategies were outmoded and needed to be updated. In order to create an aircraft, which could compete with Airbus’s latest ones, Boeing first needed to revitalize their mass production manufacturing system. Airbus also was ahead of Boeing because of their use of the most advanced technologies, and therefore Boeing had to introduce leading edge technologies into its jetliners. If we look at Exhibit II in the business case, we will see the market share of shipments of commercial aircraft of Boeing, McDonnell Douglas (MD) (until 1997, before the merger with Boeing) and Airbus, for the period 1992 – 2000. The percentage numbers on the table show the competitive relationship between Boeing and Airbus, especially when they remain the only players in the industry in 1997. Airbus is steadily raising the percentage of its market share of shipment throughout the years, for Boeing’s misfortune respectively. From here we can extend more our understanding of the threat that Boeing had in the face of Airbus and also of the need for the CEO of Boeing to come up with a solution for how to strengthen its competitive position.

An Operational Analysis of Subway Restaurants

Each team member was charged with the task of visiting a Subway location near their residence. This way each member was given the opportunity to observe the concrete steps required for Subway to complete a service from beginning to end. When you hear the words â€Å"fast food,† you imagine being offered a service in which you are quickly in and out with your order, and nothing else to it. In this instance that is not the case; Subway did not become one of the largest sandwich chains overnight. It has taken years of productiveness from the owners, top managers, employees and each customer of Subway. Throughout this paper we will analyze Subway’s operations by identifying the type of process used and the basic layout of their facilities. We will also provide a detailed service blueprint that will help to get a better understanding of the service process from the beginning, when the customer places an order, to the end, when that paying customer walks out the door with their subway sandwich. After visiting our Subway locations, we will also be able to explain the strengths and weaknesses that we observed from the interaction between employees and customers and the overall Subway experience. One of the locations visited and observed during hours of operations was the Subway restaurant located at 19214 Clay Road, Suite A, Katy TX 77449. This restaurant has been serving the Katy community for approximately ten years. This particular location was observed in order to help create the service blueprint. The service blueprint lists all of the service functions that are performed and the average time expected to achieve the completion of each function. It begins with the customer’s action; the customer walks into the store and places an order, the employee then acknowledges the customer’s request. This is followed by the customer deciding on the size and type of sandwich they would like made. The Subway employee then begins to prepare the customer’s sandwich with their size and type specifications in mind. At this point, the employee asks the customer to decide on their type of meat and cheese, once the customer communicates this decision, the employee adds the requested meat and cheese. He/she gives the customer the choice of having their sandwich toasted or not. If the customer decides to toast the sandwich the employee then proceeds to put it in the toaster for a minute then moves on to adding the dressings and sauces. If the customer does not want their sandwich toasted, the employee continues along with the process. The interaction continues with the choosing of any vegetables and final touches which may include adding oil and vinegar or salt and pepper at the customer’s request. Finally, as we approach the end of the service process, the employees wraps the sandwich and offers the customer the option of adding a cookie or the option of making their sandwich purchase as a meal, which would then include chips or a drink for a set additional price. Once the customer has chosen, the employee then collects payment to complete the transaction, and hands the order over to the customer, thus concluding the service process. This entire process happens in between the line of interaction. A line of visibility does exist in all Subway locations, on one side you have the components that are visible to the customer, which include the bread baking and all of the products and produce used to make a Subway sandwich. On the other side of the line of visibility, you have those items not visible to the customers’ eyes, which include the preparation of the bread before baking it, the extra vegetables, meat, and cheeses to be cut and prepped, the chips and drinks used to stock the storefront, as well as the storage of all the other products necessary to perations such as paper products, bags and any office supplies. All of this is required in order to ensure the success of the service process. Even though the customer does not realize what exactly occurs behind the line of visibility, it does not mean they don’t care. Every paying customer hopes and expects that their food is being handled and prepared in the safest and best way possible. This means that employees must be equipped to complete all tasks required in the minimal time possible, while maintaining the utmost standards of sanitary handling and preparation. Please refer to blue print 1 for a visual representation of how the actual process explained above works. After getting a closer look at how the service process works by completing the blue print you can see that the employees work diligently to complete the process in less than five minutes. From this you can learn that during peak hours which include lunch and dinner rush, employees work faster than normal to meet the 5 minute process standard. This way may cause a customer to feel rushed. For instance if the employee sees that the customer line has exceeded more than five it begins to rush the process; this causes the customer to make abrupt decisions on what they want in their sandwich. At the same time this can easily cause the employees to make mistakes during the process. For instance they can accidently add the wrong vegetables or sauces simple because they are trying to rush through the process in order to get the customer in and out. This urgency of completing the process faster than usual can turn a customer away. Many paying customers like to have the undivided attention of the employees since they do feel like they should get their money’s worth through the service. To help both the employees and customers during this circumstances the manager should ensure the employees that yes you might have to pick up the speed to meet the lunch rush demand; but they will have to be courteous without making the customer feel rushed. ——————————————– [ 1 ]. Subway location 19214 Clay Road, Suite A, Katy TX 77449