Apply the least square fit analysis to determine the best most representative value of the density of AL and it’s uncertainty using the data from the density lab for the six AL Cylinders.
Complete the chart below, determine the three sums and use the values in the equations to determine m best = experimental density and the uncertainty of m = uncertainty of the density value.

CASE 3: FROM REO TO NUCLEAR TO NUCOR

undefined

By Steven L. McShane, Curtin University (Australia) and University of Victoria (Canada)

In 1904, Ransom E. Olds founded REO Motor Car Company in Lansing, Michigan. He also launched several subsidiaries—Atlas Drop Forge Company, National Coil Company, and Michigan Screw Company, among others—to ensure a reliable supply of parts for REO’s main business. Olds left Olds Motor Vehicle Company, a business he had founded eight years earlier, after fighting a losing battle against company president Samuel Smith and Smith’s son over their decision to build luxury cars. Olds believed the company’s success lay in low-cost vehicles, but Smith held most shares in the company, so his decision to build luxury cars was implemented. In 1908, cash-strapped Olds Motors was sold to General Motors, which produced Olds mobiles until 2004.

undefined

Less than one year after Ransom Olds left Olds Motors, his new company (REO) launched a 7.5-horsepower one cylinder runabout, similar to the wildly popular “Curved Dash” car Olds had designed at his previous company. REO’s other initial offering was a 16-hp two-cylinder touring car. The quality of the REO touring car was famously demonstrated through long test drives and endurance competitions, such as the Mt. Washington Climb to the Clouds competition in Vermont in 1905 and a historic 6,700-km trip across Canada in 1912. With soaring sales during the first few years, REO became the third-ranked automobile manufacturer by sales in the United States by 1907. Olds continued to develop his touring car and, by 1912, declared that it was “perfected.” He stepped down as general manager in 1915 and retired from the company in 1923 to pursue an ill-fated real estate project in Florida.

undefined

REO Motors boasted efficient production methods. Ransom Olds introduced the world’s first automobile production assembly line at Olds Motor Vehicle Company in 1901. These practices were incorporated into REO’s production facilities in 1905, allowing the company to initially sell cars at a low price. Olds was also recognized as a leader in quality control practices. However, even with ongoing innovations to its cars, REO quickly lost market share to Ford Motor Company and others. In particular, Henry Ford mechanized the assembly line process (conveyor belts moved the product along the assembly line) and made much higher production demands on workers. As a result, Ford was able to price his Model-T far below REO’s entry-level offering.

undefined

By the 1920s, REO was a small, yet profitable, player in the automobile industry. During its peak in the late 1920s, REO employed about 5,500 workers who annually produced almost 50,000 trucks and cars. (By comparison, in 1920 Ford Motor Company produced one million Model-T cars alone.) Over time, REO became more dependent on sales of its trucks than its cars. REO’s first truck, the REO Delivery Wagon, was introduced around 1910 with the advertising claim that it would allow one person to do “the work of three horses and three men” for about the same cost “as one horse and wagon and man.” Five years later, the company launched the REO Speed Wagon, so-named for its reported top speed of 40 miles per hour. REO began manufacturing buses in the 1930s.

undefined
undefined

REO’S CULTURE AND WORK PRACTICES

undefined

REO had a distinctive “family feel” culture and was an early practitioner of welfare capitalism. Welfare capitalism involved building employee loyalty (and staving off unionization) through the development of human relations and personnel practices. REO tried to provide (and at times promised) job security, respect for seniority, and opportunities for career development. REO built an employee clubhouse (known as the “Temple of Leisure”) where workers and their families could watch movies, attend dances, and listen to concerts by REO’s in-house band. The company’s employee handbook in 1915 stated that the Welfare (Personnel) Department would investigate and seek a “square deal” for those with a legitimate grievance. During the Great Depression, REO management reduced work hours and increased job sharing to minimize layoffs. (Even so, REO’s employment fell precipitously during these times.) REO also apparently assisted workers who could not pay their bills.

undefined

From its founding to the 1930s, REO emphasized values and expectations regarding how employees should be treated by management, and how employees should behave at work and as community citizens. The company encouraged company sports teams, partly in the belief that these activities developed team skills, built allegiance to the company, and identified those who lived up to REO’s values of competition, cooperation within the team, and fair play. REO didn’t pay the highest wages, but its welfare capitalism had the desired effect. The company enjoyed one of the lowest rates of employee turnover in the industry. When unionization gripped the industry in the 1930s, REO’s transition was generally smoother than elsewhere. In addition, the older employees felt tremendous pride in REO’s products and the firm’s contribution to the community.

undefined

REO was a profitable company throughout the 1920s. Unfortunately, REO’s management invested these profits in an expanded line of cars, particularly in the higher price range. These investments were made just prior to the Great Depression, when car sales in general—and luxury vehicles in particular—plummeted. In 1933, REO’s president was removed and Ransom Olds was brought back as company chairman for one year. He launched several projects, including a light version of the Mack truck, a concept delivery van, and a new line of buses. None of these initiatives were profitable. In 1936, REO suspended car production and, in 1938, filed for bankruptcy protection. The company reorganized as a truck and bus manufacturer. REO survived over the next 15 years mainly through military contracts for its trucks and buses. It also expanded into the manufacture of lawn mowers and children’s swing sets.

undefined
undefined

REO GOES NUCLEAR

undefined

When the Korean War ended in 1953, REO’s military contracts diminished, leaving the company in a difficult financial situation. REO’s board sold off its vehicle manufacturing operations and, with only $16 million in cash and no operating business, decided to liquidate the company. A dissident group of shareholders had different plans, however. The shareholder group forced REO’s board to acquire Nuclear Consultants, Inc., a tiny nuclear services company. In 1955, REO Motor Company changed its name to Nuclear Corporation of America Inc., becoming the first publicly traded nuclear company.

undefined

Nuclear’s stock soared based on the popularity of the word nuclear as well as various “publicity stunts” to leverage the company’s name. The company’s actual business activities in nuclear instrumentation (geiger counters), nuclear energy, chemicals, and electronics were much less spectacular, however. (One source reports that they “bordered on the illusory.”) Able to sell stock relatively easily, Nuclear went on a buying spree to become a conglomerate of several independent businesses. By the early 1960s, Nuclear was involved in nuclear services, prefabricated housing, graphic arts, leasing, contracting, and steel joist businesses. Unfortunately, most of these ventures were unprofitable. In 1965, Nuclear’s board filed for bankruptcy protection, ousted its president, and promoted Ken Iverson as the new president and CEO. Iverson had been hired in 1962 as general manager of Vulcraft Corporation, a joist manufacturer in South Carolina that Nuclear had acquired at that time. Vulcraft was Nuclear’s only profitable division, and Iverson had been promoted to group vice president prior to taking the top job.

undefined

Iverson quickly sold off or closed four of Nuclear’s eight divisions, slashed the number of management positions from 12 to just 2 people, and decided to focus the company’s growth through Vulcraft. Vulcraft enjoyed 20 percent market share of the joist business, but it was entirely dependent on the price of steel, which was considered too expensive and sourced from unreliable sources (80 percent came from foreign steel plants). So Iverson, who was trained as a metallurgical engineer, made the historic and risky decision in 1968 to produce bar steel for Nuclear’s joist business. The company borrowed heavily to build a steel mini-mill using electric arc furnaces that melted scrap steel. Nuclear’s mini-mill experienced delays and “catastrophes” during its first couple of years, but eventually produced steel bars far below prevailing costs of traditional coke-and-iron steel mills. In response to Nuclear’s new steel plant, American steel companies canceled their contracts with the company.

undefined

NUCOR’S NEW ERA

undefined

With no nuclear business activity, the company changed its name for a third time in 1972 from Nuclear Corporation of America to Nucor Corporation. In 1977, Nucor expanded its business to steel decking. It also built more mini-mills, becoming the 20th largest steel producer by 1980. Other companies also built electric arc steel mini-mills, which threatened Bethlehem, Republic, and other traditional steel mills. Many of these traditional plants went bankrupt by the 1990s. In 1986, Nucor took its biggest gamble by building the first thin slab sheet steel mini-mill at a cost of one-third the company’s total annual revenues. The experimental plant in Crawfordsville, Indiana, experienced setbacks and one tragic fatality. But within four years the plant was operating near capacity, producing flat-rolled steel in one quarter of the time of its competitors and at a significantly lower cost.

undefined

Nucor’s expansion in steelmaking continued unabated through acquisitions and construction of new plants. Today, with $20 billion in sales and more than 200 operating facilities (most in North America), Nucor is the largest steelmaker and the largest recycler of any material in the United States. (Nucor recycles the equivalent of one SUV vehicle every five seconds.) Except for 2009, it has been profitable every year since the late 1960s and, unusual for the steel industry, has never laid off any employees.

undefined
undefined

NUCOR’S CULTURE AND WORK PRACTICES

undefined

Nucor’s success under Iverson’s leadership was due in part to investment in risky technological innovations, such as building one of America’s first electric arc steel mills and developing the first flat-rolled sheet steel mini-mill. However, much credit also goes to Nucor’s productive and innovative culture and work practices that Iverson nurtured and which remain to this day. Beginning with the 1965 reorganization, Nucor has maintained an extremely lean head office, decentralizing most decisions to the local mills.

undefined

Only 100 people out of a workforce of 22,000 are employed at headquarters.

undefined

Nucor also has an egalitarian culture with one of the flattest organizational hierarchies for a company of its size. Initially, Iverson demanded that Nucor would have only four layers of management: CEO, vice president/plant manager, department manager, and supervisor. A fifth layer (five executive vice presidents) was reluctantly added a few years ago to reduce the CEO’s span of control, thereby freeing up time to address government and industry policy issues. Nucor’s egalitarian culture is also apparent by the lack of special executive perks (no company cars, executive dining room, etc.) and lower executive pay than in many other companies. When Nucor bought a corporate jet a few years ago, the CEO wrote to employees explaining how the purchase was cost-effective compared with previous charter jet rentals.

undefined

A third feature of Nucor’s culture is its strong emphasis on performance-based rewards around team and organizational performance. Nucor mill workers, all of whom are nonunion, earn only about $10 an hour in base pay, but their total compensation is the highest in the industry (about $80,000 annually in good years) due to generous performance-based bonuses around team and organizational outcomes. Teams of 12 to 20 employees earn a generous bonus for each batch of steel produced. If employees produce a bad batch of steel before it leaves the mini-mill, they lose their bonus for that shipment. But if a bad batch makes its way to the customer, the team loses three times its usual bonus. Employees also earn a profit-sharing bonus, which is about $15,000 annually in recent years.

undefined

The performance system not only encourages innovation and quality control in the mill plants; it also encourages a strong team-orientation in the work process. For instance, two days after one manager became head of a Nucor Vulcraft plant, every other general manager in the Vulcraft division called with offers to help him in his new job. Their offer wasn’t idle politeness because, as the new manager pointed out, “My performance impacted their paycheck.”

undefined

Empowerment is a fourth cultural feature of Nucor. Employees have considerable freedom and job flexibility to experiment with innovations and to adjust their work to fit demands. This empowered culture is apparent in many ways. For instance, when the electrical grid failed at one Nucor mini-mill, three Nucor employees immediately drove or flew there without any requests from management and had the mini-mill back in business within three days. And when tornados knocked out power for almost one month at Nucor’s plant in Decatur, Alabama, staff at other plants responded by shifting Decatur’s work to other Nucor sheet mills so the orders could be completed on time. Nucor Chairman Emeritus Daniel DiMicco summarizes the company’s empowerment culture: “If you see something that needs to be fixed, you fix it. You don’t need to get approval from three supervisors because your supervisors know you have integrity, and they trust that you’ll do the right thing. That’s a huge competitive advantage for us.”

undefined

Although Nucor has excelled in its work practices, until a few years ago, it was far from a role model in environmentalism. A dozen years ago, Nucor paid the largest environmental settlement by a steel company in the United States for allegedly failing to control the emission of toxic chemicals in several U.S. states. It was also identified as the 14th highest contributor to air pollution in the United States. Nucor responded to these concerns by hiring environmental staff and introducing new technologies, with the result that its emissions and energy use have fallen dramatically. For example, the company’s new ultra-thin cast strip process consumes 85 percent less energy than a conventional mill with a 75 percent reduction in greenhouse gas emissions.

undefined

Sources: “22 Years under One Management,” Barron’s, May 9, 1927, 19; M. Donsky, “Man of Steel Talks Nuts and Bolts,” Business North Carolina 9 (May 1989): 38; L.M. Fine, “Our Big Factory Family: Masculinity and Paternalism at the REO Motor Car Company of Lansing, Michigan,” Labor History34, no. 2 (1993): 274–91; N. Padgett, “1905–1910 REO,” AutoWeek, October 6, 1997, 35; M. Mueller, The American Pickup Truck (St. Paul, MN: MBI Publishing, 1999); A.K. Gupta and V. Govindarajan, “Knowledge Management’s Social Dimension: Lessons from Nucor Steel,” Sloan Management Review 42, no. 1 (2000): 71–80; “How Nucor Upgrades Governance While Preserving a Unique Corporate Culture,” Directorship 28, no. 3 (March 2002): 1–2; C.R. James, “Designing Learning Organizations,” Organization Dynamics 32, no. 1 (2002): 46–61; N. Byrnes and M. Arndt, “The Art of Motivation,” BusinessWeek, April 30, 2006, 56; M. Bolch, “Rewarding the Team,” HR Magazine, February 2007, 91–93; Nucor 2011 Sustainability Report (Charlotte, NC: 2012); Nucor 2012 Annual Report(Charlotte, NC: March 2013); J. Stein, “Legends and Heroes; Ransom E. Olds,” Edmonton Journal, July 30, 2013, D10; “Our Story,” www.nucor.com (accessed August 22, 2013).

Length is 10 minutes or less. Please hand in a write up the following class (Maximum 4 pages)

A reading presentation is actually an interview on instagram. Do you have instagram/can you access it?

It is on the instagram page of Janaya Khan. Their handle is janayathefuture

It is their interview with Hollis Wang on February 14. If you scroll through their IGTV posts, you will find it.

https://www.instagram.com/tv/CLSYdY-BLoW/?igshid=ddt2glsyoy31

1. Kernel Threads
In this project, you’ll be adding real kernel threads to xv6. Sound like fun? Well, it
should. Because you are on your way to becoming a real kernel hacker. And what
could be more fun than that?
Specifically, you’ll do three things. First, you’ll define a new system call to create a
kernel thread, called clone(), as well as one to wait for a thread called join(). Then,
you’ll use clone() to build a little thread library, with a thread_create() call
and lock_acquire()
2. Overview
Your new clone system call should look like this:
int clone(void(*fcn)(void*, void *), void *arg1, void *arg2,
void *stack)
This call creates a new kernel thread which shares the calling process’s address space.
File descriptors are copied as in fork(). The new process uses stack as its user stack,
which is passed with two arguments (arg1 and arg2) and uses a fake return PC
(0xffffffff); a proper thread will simply call exit() page-aligned. The new thread starts
executing at the address specified by fcn. As with fork(), the PID of the new thread is
returned to the parent (for simplicity, threads each have their own process ID).

DETAILED ASSIGNMENT

202103300354443b

1. Intro To xv6 Virtual Memory
In this project, you’ll be changing xv6 to support a feature virtually every modern OS
does: causing an exception to occur when your program dereferences a null pointer
and adding the ability to change the protection levels of some pages in a process’s
address space.
2. Null-pointer Dereference
In xv6, the VM system uses a simple two-level page table as discussed in class. As it
currently is structured, user code is loaded into the very first part of the address space.
Thus, if you dereference a null pointer, you will not see an exception (as you might
expect); rather, you will see whatever code is the first bit of code in the program that
is running. Try it and see!
Thus, the first thing you might want to do is to create a program that dereferences a
null pointer. It is simple! See if you can do it. Then run it on Linux as well as xv6, to
see the difference.
Your job here will be to figure out how xv6 sets up a page table. Thus, once again, this
project is mostly about understanding the code, and not writing very much. Look at
how exec() works to better understand how address spaces get filled with code and in
general initialized.
You should also look at fork(), in particular the part where the address space of the
child is created by copying the address space of the parent. What needs to change in
there?
The rest of your task will be completed by looking through the code to figure out where
there are checks or assumptions made about the address space. Think about what
happens when you pass a parameter into the kernel, for example; if passing a pointer,
the kernel needs to be very careful with it, to ensure you haven’t passed it a bad pointer.
How does it do this now? Does this code need to change in order to work in your new
version of xv6?

DETAILED ASSIGNMENT

202103300354433a

Part I: Determining the Heat Capacity of a Calorimeter
2. Prepare a plot of temperature versus time for the calorimetry reaction between NaOH to HCl using
the Excel data provided. Include the lines used to extrapolate the final temperature.
3. Complete the table below using the data provided in the assigned Excel sheet for the reaction of
HCl and NaOH.
�! of HCl and Calorimeter (°C)
�! of NaOH (°C)
�” of HCl, Calorimeter and NaOH (°C)
4. What is the limiting reagent of the reaction between NaOH and HCl described in this section and
how many moles are present?
5. Use the value for DH°H3O + OH from Part B and the moles of limiting reagent in question 3 to find
the heat (qreaction) released by the NaOH and HCl neutralization reaction. Be sure to include units.
6. Calculate the heat capacity of the calorimeter in J/°C. Assume CACID = CBASE = CWATER = 4.184 J °C-1
mL-1
. Note, we expect a value between 10 – 200 J/°C. If you get a negative value, or a number
significantly outside this range, check over your calculations or your line of best fit. This value will
be used in later calculations. Be sure to include units.

DETAILED ASSIGNMENT

20210330081415chm135_exp_5_report_sheet_fall_2020__1_

Questions from Simulation #1 (17 pts)

• Is Simulation #1 the cooling of magma underground or lava on the surface? How do you know?

• What are the first minerals to crystallize?

• What happens to Ca, calcium, in your simulation at 1192°C? You might have to go back and pause the simulation right at the beginning for you to find any Ca atoms in the magma, then track them as the temperature goes to 1192°C. This happens quickly, so watch carefully. What mineral formed that would have used it?

• What happens to Na, sodium, in your simulation at 1085°C? What mineral formed that would have used it?

• What happens to K, potassium, in your simulation at 1085°C? What mineral formed that would have used it?

• If you look, you notice that plagioclase feldspar crystallizes at a variety of temperatures. What about its composition do you think allows this to happen?

• What happens to amphibole as the magma cools from 1098°C to 1085°C?

• Which minerals form as the temperature cools to 1085°C? Which of these minerals likely replaced the amphibole? Explain your reasoning.

• What is the last mineral to form?

• What elements are still left as atoms in the magma at 885°C?

DETAILED ASSIGNMENT

20210330083259exercise_6_crystallization_simulation

Choose a subject area.

Create a website

All web pages must have the right content

All pages must be properly linked and all links must be functional

Appropriate graphics or sounds must be used (be polite – no porn, no foul language)

Create account and host website at www.000webhost.com

The website together with Report

You should NOT use a Web authoring program in a WYSIWYG (What You See Is What You Get) environment, such as Adobe Dreamweaver.

You may, however, use the Code View of Dreamweaver or other such programs.

You shall write and submit a detail description of the website development process

CILO1

( plan Mitigation an Response measures appropriate to specific problems in Saudi Arabia )

FLOODING IN JEDDAH – MITIGATION AND RESPONSE

CILO 2
Part1 ( Riyadh compound bombings 2003 you need to apply emergency mangment cycle – mitigation , preparedness,response , recovery for Riyadh compound bombings 2003 )

Part 2 (You need to compare Riyadh compound bombings 2003 to Oklahoma City bombing – what lessons did you learn ? )

CILO 3

Read PDF -CRITIQUE – what do you like about ? what do agree or disagree on.. How can you improve ?

CILO 4
Write an emergancy mangment plan for saudi arabia – Droughts hazard .

it is a group project my part is Functions of operating System of programming language, and Models of an operating system of programming language. I need References and Explanations and please put pictures.

DETAILED ASSIGNMENT

20210329151859guidelines_for_project_report__1_