Slaughterhouses Wastewater Treatment Plant - 584 Words

The influent, after screening and decanting is stored to the flow and organic load equalization tank and then inflows at a rate of QF = 80m3 d-1 to the SNdN activated sludge system. The SNdN system actually functions as an autonomous treatment plant where oxidation of organic pollutants, nitrification/denitrification and suspended solids sedimentation are taking place. Furthermore a sludge recycling from the secondary clarifier to the aeration tank is performed so as to ensure the required microbiological load (5000 Â ± 450 mg L-1). The aeration tank of the SNdN activated sludge system operates under low D.O. concentration (between 0,2 to 0,7 mg L-1). According to Mercalf and Eddy (2003), under low D.O. concentration conditions, low nitrification rates result, as the activated sludge floc will be partially aerobic. Denitrification occurs in the anoxic zones within the floc particles due to oxygen depletion. These conditions results nitrogen removal in a single aeration tank, referre d as simultaneous nitrification and denitrification (Mercalf and Eddy, 2003). In such systems, although usually both nitrification and denitrification are occurring at low rates, relative high SRT and HRT values achieves significant nitrogen removal (Mercalf and Eddy, 2003). The SRT and HRT values of the SNdN system studied are 29 and 0,75 days respectively. Subsequently the overflowing effluent of the SNdN system is then transferred for further treatment in the PCMAS part of the WWTP. The PCMAS is

U.s. Automaker s Environmental Outlook - 861 Words

The U.S. Automaker’s Environmental Outlook The U.S. automobile industry (hereinafter referred to as the â€Å"Industry†) represents 3% of America’s Gross domestic product (GDP) and almost 5% of the country’s workforce. The Industry has made huge gains since the Great Recession (2007-09), with domestic sales topping US$570 billion in 2015, the highest in fifteen years. Exports of vehicles and parts generate more revenue than aerospace. Current capacity produces over eleven million vehicles annually (AAPC, 2015). This paper looks at the environmental challenges facing Detroit s â€Å"Big Three† (i.e., Ford, General Motors, and Fiat Chrysler), America’s three largest automakers, who compete alongside European and Asian car manufacturers, many of whom build their vehicles in the United States. Environmental Factors The Industry faces global competition, restrictive environmental regulations, and a millennial customer base that demands corporate social responsibility (CSR) and the Internet of things connected to their vehicles. Historically low fuel costs in the U.S. drive larger vehicle sales, and at the same time, environmental concerns necessitate putting more electrically powered cars on the road. Above all is market pressure to deliver quality, which builds a brand, creates a following, and saves automakers future warranty repair costs. Below, some of these environmental forces are examined. Political At the forefront challenging the Industry is the growing body of evidenceShow MoreRelatedThe Auto Industry : A Global Economic Powerhouse And Juggernaut Of Cultural Influence1051 Words   |  5 PagesSince it’s inception in the 1900’s, the auto industry has become a global economic powerhouse and juggernaut of cultural influence. 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Difference between leadership and followership free essay sample

Everyone have â€Å"follows† someone during their lifetime. Parents provide the earliest influences on children. During the formative years our parents become the leaders. We are taught ethical behavior, honesty and the necessary core values of effective leadership. Followership and Leadership are essential to accomplish the mission. This paper is to demonstrate the differences between followership and leadership in depth to acquire a better understanding. Without followership, a leader at any level will fail to produce effective institutions† (Bjugstad et al. , 2006, p. 316). Displaying these characteristics of followership is hard work and it takes discipline. This means that followership helps the organization move towards the achievement of a vision. Without quality followership, the vision would not be realized. The meaning of Like right now, you are in Civil Air Patrol because you want to succeed in what life gives you and be citizens that live up to the Civil Air Patrol Core Values. This speech is about what followership and leadership and my experience with followership and leadership and how you can you know the difference of those two words to get understanding of them. The meaning of followership is reaching a specific goal while exercising respect of authority, a positive attitude, integrity, and self-discipline. This meaning comes to my first encampment as basic. Most of you went to encampment. When I was in my flight I was only an airman. The flight commander was drilling my flight he was getting on cadets heads about marching but I said to myself, â€Å"This Cadet Captain is so going to embarrass me to the whole flight. † Well he came right in front of me and sends me out of the flight. I was thinking, â€Å"Get ready Sosa you would need it. † But then something ironic happened, he told me, â€Å"Do you know how to march Sosa. † I responded, â€Å"No Sir! † Well he told me, † Come here I will show you how to do it correctly. † I thought, â€Å"Why this guy not screaming at me? † But then he showed me everything he said told me, â€Å"Sosa it is all a learning experience you can do it. † I still remember that since December 28, 2011. Followership is all about learning experience like my flight commander said in my encampment, also can learn how to listen to get the job done. Then this is where a cadet’s experience advances when you know when to listen or to talk. That is the transformation to followership and leadership comes to play. The meaning of leadership is the art and science of influencing and directing people to accomplish the assigned mission. This is when I go to the National Emergency Services Academy. I was a Ground Team Leader in my Graduation Mission (last mission of the camp) so I had to be aware of my decisions at all times. I was in the beginning of the mission and I told the whole team, â€Å"We are going to the woods so get your working gloves! † So everyone did and when we were deep in the forest we got lost. We had to go through a lot of thorn bushes and spike plants and it hurt a lot. We lost about 30 minutes approximately. When we came out our uniform had many cuts, thorns, and spikes. When I looked on the map we were two minute from where we started if we took the easy way. But then from my peripheral vision something orange and I thought it was the ELT and I sent three people including me, and when we went closer it was the ELT. So I was thinking,† Thank g-d this can cover up what happened earlier and it was the crash site and I am the first Ground Team Leader there, I was responsible until NTSB (National Transportation Safety Board) came. So I was a leader for two things in my mission, the team and the crash site. But don’t forget I did have the team in a wreck when I told them to go to the woods. I am not the perfect leader, I will make a mistake here and there. Now we are going to see how many differences they have. In followership you don’t need experience because you are starting fresh learning from the bottom to the top. In leadership you need the experience of being a follower and learn from your leaders so then you can become the leader you always wanted to be. Another difference they have is that leadership contains more responsibility for the team than followership. Why, because the responsibility leader has is the team and to be sure everything goes accordingly to success in the mission, followership has the responsibility to learn from the leader. Followers have to learn the basics first so they can advance and have more responsibility in their hand so they can be a good leader. Last thing they are different is because leadership is a higher position than follower. It is because leaders had been in the program for a long time and followers have not been in the program that long to know what to do. I believe that this speech would help show the importance on how to know how to be a follower or leader and how to guide followers and leaders. But you are never always going to be a yes person but a person who listens and learns and definitely thinks if something is morally right or wrong before carrying out order or doing an order. This speech is about what followership and leadership and my experience with followership and leadership and how you can you know the difference of those two words to get understanding of them. This quote is attributed to Harry S Truman, â€Å"Its what you learn after you know it all that counts. †

Boston Chicken Case free essay sample

Boston Chicken implemented a franchising strategy that differed from most other franchising companies at the time. Boston Chicken focused its expansion through franchising the company through large regional developers rather than selling store franchises to a large number of small franchisees. In that, an established network of 22 regional franchises that targeted their operations in the 60 largest U.S. metropolitan markets and in order to do so, the franchisee would have been an independent experienced businessman with vast financial resources and would be responsible for opening 50 – 100 stored in the region. Boston Chicken focused on widespread continuous expansion of its operations to become to developed across the board food chain. Scouting for real estate assured the highest standards for developing properties and was critical to the company’s future success. To assist in future growth of the franchises, Boston Chicken implemented a communications infrastructure, which provided a supporting link for communication between its networks of stores. In addition in efforts to improve operating efficiency, the company locked in low rates from its suppliers and developed flagship stores, which did most of the initial food preparation which inadvertently reduced employee training costs. Many of these regional developers were given a revolving credit line to help support expansion. This type of financing came with credit risk while the franchises average revenue from operations were not sufficient enough to cover the expenses which raises doubt for the repayment of such loans. 2. The accounting policy of reporting the franchise fees from Boston Chicken’s area developers as revenue seemed most controversial. These franchise fees, which accounted for more than 50% of total revenue, did not represent revenues from operations. Also, the source of most of the ranchise fees came from the financing provided by Boston Chicken, the franchiser, where the money coming in was the same money that was going out. This overstated earnings of the company. Since the debentures can be converted into shares of common stock, most of the revenue from franchise fees should have been deferred. Reporting revenues that included these franchise fees his the fact the most of the franchised stores were operating at a loss, which provided a false impression to investors. While Boston Chicken, the franchiser reported a net income from operations of $24,611 in 1994, if they excluded the income provided by franchise fees, they company-operated stores would have been operating at a loss, which would have been a more accurate picture for the company’s operations and its question of having a profitable future. 3. Boston Chicken, the franchiser, reports revenue based on franchise fees (includes royalties, initial franchise development costs, interest income from area developer financing, lease income, software fees, and other related franchise fees), and company operated stores. The revenue reported on the income statement does not reflect the operating income or losses generated by the area developers, with most of these area developers operating at a loss. Since the franchiser provides financing to the area developers, it seems that consolidation of the financial statements would provide vital information to the users of the financial statements especially since the repayment of loans relies heavily on the profitability of the franchisees. Basically, Boston Chicken was not reporting the results of operations from its area developers because Boston Chicken did not have an equity position in these firms; rather their stake in these franchises was reported as debt financing. In doing so, Boston Chicken did not have to report the losses that were incurred in these operations. By manipulating the financial statements, the company gave a false impression on its future prospects of the company, allowing them to more freely raise capital through the issuance of common stock, and inadvertently inflating tock prices. Effect on NI(50,325)(140,816) NI$24,611(25,714)(116,205) With the high probability of uncollectibility on notes receivable due to the majority of operating losses of the area developers, creating an allowance for loan losses would more accurately reflect the financial position of Boston Chicken. Even with just a 25% allowance for uncollectibility the company would be operating at a loss of $25,714. 5 7. In the financial information provided in the case for 1994, Boston Chicken’s Operating profit for the year was $24,611, and net earnings $0. 38 per share. In 1995 Operating Profit for the year increased to $67,238 and net earnings to $0. 66 per share. Boston chicken continued to recognize profits in 1996, but was forced to amend its reported profits in May of 1997 due to improperly stating revenues. In 1998 the company files for Chapter 11 Bankruptcy and was subsequently purchased by McDonalds Corporation in 2000. As seen in Table 1 on the following page, it seems that since around the 2nd Quarter in 1997 to mid 2004 the stock price of the plummeted from around $50 per share to under $1 per share.