India Technological University For Projects - 1702 Words

ACKNOWLEDGEMENT We are utmost thankful to Gujarat Technological University for including projects in our curriculum. We as students have learned a lot and will continue doing so for the rest of the time period of the project. Thanks to our internal guide Prof. Parita Giri for a search-light guidance in our project. They helped us quite for project and report both. Special thanks to our HOD C.D. Kotawal for opening up a new way of seeing things and doing projects. With his unflinching directions and clear mind he illuminated us. And last but not the least our parents and friends for their patience, love and care while we dragged through this venture. For standing by us in toughest of time, we thank them. Above all, to GOD, almighty, we bow and lay down our sincere prayers and thank him. ABSTRACT The project is designed to minimize penalty for industrial units by using automatic power factor correction unit with the help of zig-bee. Power factor is defined as the ratio of real power to apparent power. This definition is often mathematically represented as KW/KVA, where the numerator is the active (real) power and the denominator is the (active + reactive) or apparent power. Reactive power is the non working power generated by the magnetic and inductive loads, to generate magnetic flux. The increase in reactive power increases the apparent power, so the power factor also decreases. Having low power factor, the industry needsShow MoreRelatedA Project Report On India Technological University1258 Words   |  6 PagesGUJARAT TECHNOLOGICAL UNIVERSITY (GTU) NOBLE GROUP OF INSTITUTIONS Affiliated with GTU A Project Report On â€Å"FACTs BY SVC† Prepared as a part of the requirements for the subject of PROJECT-I B.E., Semester – VII ( Electrical ) Submitted by: Sr. Name of student Enrollment No. 1. 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Cancer Is A Disease Of Cancer - 2627 Words

Introduction Cancer is a disease that takes many forms and affects a multitude of people in the world. The specific type of malignancy will determine the proper course of treatment to take to deal with the illness. The most prevalent type of cancer in males between the ages 15 to 34 is testicular cancer (Cavayero et al., 2015). As a result, this is also the most common cancer in young men around the world and the cause of 1-2% of all male tumors (Carey et al., 2015). In the US, we see around 9000 new testicular cancer diagnoses made per year (Agarwal et al., 2015). However, even with the malignancy’s prevalence in the world, testicular cancer is one of the great success stories in the advancement of treatments and cures. Due to the effectiveness of different treatments, testicular cancer has about a 98% 5-year survival rate and a very positive prognosis when detected early on (Cavayero et al., 2015). Some of the standard treatment options used by patients in the course of their disease are orchiectomies, radiotherapy, chemotherapy and active surveillance (Meyts et al., 2013). In addition, retroperitoneal lymph node dissection (RPLND) is another surgical option that is becoming a more common and viable option for patients (Dudderidge, 2014). However, even with the high rates of success and remission, we see many potential long-term physical and psychological effects from the disease and it’s treatments. Background Research has shown that germ cell cancer of the testis isShow MoreRelatedThe Disease Of Cancer And Cancer975 Words   |  4 PagesCancer is the name given to a collection of many diseases. Cancer is uncontrolled cell division due to genetic changes that interfere the cell cycle and activate cell division. The cancer start in any part of the human body, such as in blood, lung, and colon. Cancers are different in the ways they spread and grow. 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A Pair Of Tickets By Amy Tan free essay sample

Essay, Research Paper Amy Tan is an writer who uses the subject of Chinese-American life, concentrating chiefly on mother-daughter relationships, where the female parent is an immigrant from China and the girl is a exhaustively Americanized # 8211 ; yellow on the surface and white underneath. In her book, the female parent tries to convey their rich history and bequest to her girl, who is about wholly nescient of their heritage, while the girl efforts to understand her hopelessly old- fashioned female parent, who now seems to harbour a secret wisdom, who, in the terminal, is right about everything all along. At the gap of the narrative # 8220 ; A Pair of Tickets # 8221 ; Jandale Woo and her male parent are on a train, the are destined for China. Their first halt will be Guangzhou, China where he father will reunite with his long lost aunt. After sing with her for a twenty-four hours they plan to take a plane to Shanghai, China where Jandale will run into her two half sisters for the first clip. We will write a custom essay sample on A Pair Of Tickets By Amy Tan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is both a blissful clip and yet a clip of compunction, Jandale has come to China to happen her Chinese roots that her female parent told her she possessed, and to run into her two duplicate half sisters whom her female parent had to abandon on her effort to fly from the Japanese.Some people have no chance to acquire to cognize their heritage and their long lost household members. Jandale nevertheless, had about waited her full life to link with her heritage and her household. She was willing to see China and meet with her two half sisters merely in acknowledgment to her female parent # 8217 ; s wants. Jandale should hold been delighted to hold the chance to see China and acquire to cognize her roots and her household. The subject to this narrative was efficaciously treated in that the reader could see the reunion of the sisters, but yet could experience hurting and grieve interior of themselves.Having the narrative take topographic point in China, helped it to go more realistic for the reader. The reader can experience as Jandale tra ces her Chinese roots and becomes in touch with her heritage and her past. It is also possible for the reader to place themselves in the same situation and experience the feelings that are being portrayed by the characters. The reader can certainly sense the joyful and the sorrowful events and their hearts can be touched by the happiness and the pain.The main character in the story is Jandale Woo; she is the one the reader becomes a part of because it is her life that is mostly being affected. When her mother told her that she would one day feel her Chinese blood, she never believed it, but now the reader can get a perception of her understanding her Chinese roots and believing in what her mother has told her. Although Jandale was not born and raised in China like her mother she now has a grasp on her life and on her mothers life too.The story is told through the eyes of Jandale, a Chinese-American women attempting to learn of her Chinese culture and her mothers past. Women readers may relate to this story more than the men because it is told by a woman character. Men may not connect to the experiences of a mother withdrawing from her own children to save their own lives. I, myself being a young women reader can connect with the pain that is felt throughout the story considerably better than a young man could.Learning about family heritage is something people do not always understand, like Jandale people do not always want to believe their past and the past of their families. When coming to an understanding of their past, people can lay to rest their urging thoughts and can come in closer contact to their present life. Now that Jandale has meet her sisters, she can now make peace in her life knowing that she has fulfilled her dreams and the dreams of her mother. She can now lay to rest the thought of her mother never seeing her twin daughters again and continue on with her existing life.

Salim Group free essay sample

The focus of the Salim Group’s operations adapted to Indonesia’s economic policies and shifted from trading to manufacturing, and ultimately diversified into a series of unrelated sectors. Following the fall of Suharto and the 1997 Asian financial crisis, the Salim Group has continued to internationalize its portfolio with Liem’s son, Anthony Salim, as the group’s chief executive. Currently, the Salim Group’s main holdings are in food, media, automotive, property and telecom with aggregated revenues estimated at 14 billion USD in 2012. The biggest companies in the portfolio include First Pacific Ltd. , Indofood and Indomobil. The competitive landscape consists of other multinational companies and Indonesian conglomerates on a group level, and industry specific competitors in each distinct business field. Although certain elements of the Salim Group are comparable to the traditional Chinese family business, such as its extensive network of relationships, through adaptations to this model, including the professionalization of management and business, an open and informal culture, and a decision-making process supported by strict internal monitoring procedures, the group has been able to achieve significantly greater scale and success. We will write a custom essay sample on Salim Group or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Anthony Salim has already dictated the firm’s future strategy, which entails an expansion throughout Australia-ASEAN-China (‘Axis of Prosperity’), a portfolio focus on industries known to the group, and the development of local managers for regional adaptation. Going forward, the Salim Group should closely consider changes in the institutional environment of ASEAN countries, succession planning, and the centralization of control, as well as both the benefits and concerns associated with its Axis of Prosperity expansion. 1. History of the Salim Group The historical events of the Salim Group can be classified into three phases that the Indonesian conglomerate experienced. These phases are broadly grouped time periods that share characteristics and observe similar trends. We begin by examining the first phase of the Salim Group’s accomplished history, which includes the actions that led to the creation of the company and its earliest business activities. Prior to the Second World War, Liem Sioe Liong immigrated to Indonesia from China’s Fujian province. When Liem arrived in Central Java, there was already an existing and organized Chinese community. This is a direct reflection of the increase in Indonesia’s Chinese immigrant population, a group considered to be economically higher than the local Javanese as they were used by the colonists as intermediaries and traders. The importance of Liem’s ethnicity will be discussed in later sections. Liem began trading and lending in the early 1940’s before the Japanese occupation. Similar to many Chinese immigrants, Liem abandoned his Chinese name and adopted the Indonesian-sounding Sudono Salim, hereafter referred to as Sudono. Shortly after the Japanese occupation in 1942, Sudono engaged in Dangbangke trading, which consisted of smuggling small goods with bicycles. At the same time, Sudono started a family and fathered both Anthony Salim and Andre Halim, two sons that would eventually play a prominent role in the Salim Group. It is in the 1940’s that the Salim Group was founded; however, sources do not specify the exact commercial nature that Sudono pursued. After the Japanese occupation, Sudono actively supported the Indonesian Independence movement who were fighting the Dutch army. Sudono was part of the Futsing Hwee movement and helped hide revolutionary leader Hasan Din, the father-in-law of Sukarno, for over a year. This would prove to be an important connection for Sudono as the Indonesian nationalists won independence and enabled Sudono to resume trading commodities such as peanut oil, cloves, and coffee. Through his connection with Hasan Din, Sudono was labeled as a â€Å"trustworthy supplier of the military†. As a result, Sudono profited from helping the Indonesian army both during and after their independence movement (Dieleman, 2007b). Following independence, Sukarno took over Indonesia in 1957 and implemented a closed economic policy that rejected foreign capital and focused on creating a greater role for government nationalism (Dieleman, 2006). Although Sukarno’s policies attempted to favor indigenous businessmen with his Benteng program, Sudono and Indonesia’s Chinese minority economically dominated the country. Sudono moved his family to Jakarta where he would continue to supply the Indonesian army. In addition, Sudono develop several business partnerships outside of his family network with other Chinese immigrants. Dieleman points out that the Salim Group began to rapidly diversify because of Sudono’s belief that â€Å"all businesses are good† (Dieleman, 2007, p. ?). The group continued to develop textiles, became the army’s supplier of soap and purchased the Bank of Central Asia (BCA), which would grow to be Indonesia’s largest bank. The group’s â€Å"business ventures adapted to the unpredictable environment and grew by taking the opportunities as they came, without a focused business strategy† (Dieleman, 2007b). Here it can be seen that Sudono’s activities shifted from trading to manufacturing and financing. Indonesia’s political environment changed again as Suharto seized power from Sukarno in 1967. By this time, Sudono had already established large businesses and built up a powerful network of political elite. President Suharto’s New Order policy opened up private and foreign investment for many of Indonesia’s commercial industries. Sudono utilized his connections with Suharto to acquire licenses that gave him exclusive rights over certain strategic exports. In addition, Sudono kept close ties with the Indonesian Army, which was now the dominant political force. Suharto implemented policies aimed at rapid industrialization from 1970 onward that also promoted import substitution. As a result, the Salim Group expanded to include domestic flour milling, cement and automobile production. Each of these industries had established favourable conditions that encouraged domestic production through government programs. The Salim Group had companies in highly diverse sectors and profited from the wave of Indonesia’s industrialization (Dieleman, 2006). See figure 1 to see the Salim Group’s growth during Indonesia’s industrialization. 1. 2 Phase Two: Transition to the Second Generation The next phase of the Salim Group is distinguished from the previous period of unrelated diversification, a common characteristic of Chinese family businesses. In 1972, the Salim Group stopped randomly diversifying and Sudono’s strategy shifted by targeting select industries rather than being driven solely by opportunity (Dieleman, 2006). The purpose of this shift was to decrease the group’s dependency on government contacts and enable internalization. Dielmans highlights that overseas partners in Japan helped the Salim Group by providing both technology and knowledge to the company. This is likely a result of Akamatsu’s proposed flying geese strategy (Bu, 2012a). In addition, Anthony Salim and other family members joined the business in 1972 to help manage the sheer number and diversity of the companies that the Salim Group owned. However, most of Sudono’s business partners were Chinese immigrants, stemming from the bamboo network of overseas Chinese across Asia. The Salim Group continued to grow and engage in commercial activities on a much larger scale. This was aided by the government’s changing policy from import substitution to export led growth, following the pattern of many NIEs and other ASEAN governments. In addition, the Salim Group continued steady growth through the 1980’s and moved into more capital-intensive industries such as chemicals and steel-making. Sodono also recognized the risk of Indonesia’s political instability and intensified the group’s internationalization rate in the 1980’s and 1990’s, specifically in Singapore and Hong Kong. In 1982, Sodono founded First Pacific in Hong Kong, which was owned by the Salim’s and opearated businesses throughout Asia (Dieleman, 2007b). Refer to figure 2 to see a breakdown of the Salim Group’s internationalazation in the 1990’s. The result was an extremely diverse yet powerful family business that structured its business offerings across the value chain. Another major event in this phase of the Salim Group’s history was the changeover in leadership. Anthony Salim assumed control of the family company in 1993. The ever-expanding business required the help of professional managers, which Anthony continued to hire to help manage the Salim empire. By 1995, the Salim Group had become a giant, representing 5% of Indonesia’s total GDP, with revenues above 20 billion and 200,000 employees. Refer to figure 3 to see a snapshot of the Salim Group’s commercial activities in 1995. 1. 3 Phase Three: Financial Crisis and Reform The final phase of the Salim Group’s history begins with the Asian Financial Crisis of 1997 and continues to the present date. The Salim Group borrowed heavily from foreign banks to capitalize on superior lending rates, making them highly vulnerable to currency risk. As Indonesia’s currency rapidly devalued in 1997, the Salim Group was faced with increasing debt obligations. Refer to figure 4 for a breakdown on the corporate leverage of selected Asian economies and figure 5 for a breakdown of the growth of US, reflecting foreign, borowing for the Salim Group. The group’s pyramid ownership structure and internal lending compounded the situation as the largest Indonesian conglomerate’s debt-to-equity ratio skyrocketed. Even more concerning was the fall of Suharto, an important political connection that helped the Salim Group flourish under his corrupt ruling period (Dieleman, 2006) As a result of these factors, Anthony Salim was faced with tough decisions on honoring over $5 billion in loans. See figure 6 to see the impact of the Asian financial crisis on select economies. The Salim Group transferred 107 of their companies to the Indonesian government to settle their debt obligations. Many of these assets were ultimately bought back by the Salim Group at a discount, likely due to the corrupt Indonesian government. Since this period, the Salim Group has been on the road to recovery and has continued to experience growth by refocusing its portfolio while also internationalizing rapidly. See figure 7 to see how the group’s actions reflected Indonesia’s political and institutional environment and figure 8 for a complete summary of the Salim Group’s strategic actions. Using history as a basis of analysis, it is clear that the Salim Group exhibits many of the characteristics of a Chinese family business. These include centralized decision making through a dominant CEO, family ownership and control, the importance of external networks, and a high degree of strategic flexibility. The details and justifications for these characteristics are further developed in the following section of the report. Big whales swim in the deep sea, in the salt water, but we are talking fresh water here. † (Anthony Salim) The competitive environment of the Salim Group is as complex and opaque as the company itself. As the conglomerate operates in various and mostly unrelated business fields, it is not easy to determine its main competitors on an aggregate level. The second difficulty is the fact that these different operations are often spread amongst different countries in Southeast Asia. Although it is not possible to find a directly comparable conglomerate, operating in exactly the same businesses and geographical regions, it is possible to identify those whose main businesses overlap with the primary commercial activities of the Salim Group. In doing so, we found three major competitors: (1) multinational giants such as Unilever and General Electric1, (2) Indonesian conglomerates operating in similar sectors and (3) other large industry specific competitors, not necessarily conglomerates. While the first two have the potential to compete n a macro or group level, the third category of firms mainly competes in one specific business field. The American food company General Mills, for example, is a direct competitor of Indofood, but does not possess the potential to jeopardize the Salim Group as a whole. Please see figure 9 below for a peer group overview on a macro level. In summary, we find that although the group has competitors of similar and larger size, there is no competitor that could take complete market share from the Salim Group as a whole. This is primarily a result of the Salim Group’s high level of diversification. As the Salim Group operates across numerous business lines, even if one aspect of the business was facing tough competition or declining sales, the group as a whole is large enough to compensate for fluctuating financial performance. 3. Features 3. 1 Ownership and Organizational Structure Chinese family businesses (CFBs) are typically fully owned by the family members. Top-management positions are occupied exclusively by members of the core family and senior management positions are usually taken by other close relatives or long-term employees with proven loyalty. This context restricts quick promotions or the acquisition of professional management that distinguishes itself through high performance. Thus, growth is limited and the organization is maintained at a small scale. Another feature of the structure of CFBs is their aptitude for unrelated diversification in terms of products and geography, with an additional focus on short-term returns (Chen, 2004; Bu, 2012c). In contrast to these characteristics, Sudano Salim began to professionalize the group’s business while in charge. When Anthony took over, he hired even more professional managers that also had access to top management, organized the group into divisions and initiated IPOs to list companies on stock exchanges in Indonesia and abroad (Dieleman, 2007a, p. 22). The latter resulted in companies having to conform to transparency rules and to develop working organizational structures and controlling systems on the one hand, and provided access to foreign capital on the other hand. The inflow of foreign capital came along with a dilution of ownership.