ISO Certification



             


Wednesday, March 5, 2008

Comparison Nokia 7390 Vs Nokia 5200

Nokia has launched its latest range of handsets designed in clamshell and slider mechanism. Nokia 5200 flaunts a cool new slide concept with spring assisted opening while Nokia 7390 is a sleek folder phone from the L?Amour collection.

Nokia 5200 delivers great music function with superb audio quality and dedicated music keys. Get an enhanced music experience with its music player that supports MP3, SpMidi and AAC formats. The integrated stereo FM radio helps you listen to popular sound tracks and interact with different radio stations. The music player also supports ring tones including MP3, polyphonic and True tones. Bluetooth and Infrared provide easy transfer of your music files to any compatible device. The in-built VGA camera with 4x digital zoom enables you to take good quality photos in landscape mode. You can watch your music videos on the high definition 262Kcolour display. Nokia 5200 features a hot swappable microSD memory card slot which can easily store your photos and music. Besides, you can enjoy fast-paced Internet service via XHTML browser.

Avail multimedia comforts through Nokia 7390. The fashionable gadget boasts a 3 mega pixel camera with auto focus and flash. Capture your photos and MPEG4 videos with the camera, and view them on the wide screen display. Transfer your videos to any compatible PC via Bluetooth, or share them with friends by sending through MMS and email. The integrated MP3 player and FM radio provide you great music with excellent stereo sound technology. The handset is equipped with a microSD memory card slot expandable up to 2 GB. Store all your favourite songs in your device and share them online via EDGE technology. You can also access latest Java games, wallpapers, themes and lots more.

Browse through the contract deals available with these Nokia handsets. Sign up the best deal and get additional incentives including 12 months free line rental, free minutes, and a free handset! Buy a Nokia phone and stay updated with the latest mobile phone technology.

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Monday, March 3, 2008

A Definition and a Comparison Copyright 2004, Michael La

The purpose of this article is to consider Print-On-Demand publishing as an alternative for the aspiring author. It has its strengths and its weaknesses. You may wonder as you begin reading this, but in the end I'm going to say some good things about it.

To a large extent, the title explains the technology. The way that literature has traditionally been printed involves running many copies simultaneously in order to bring the price per copy down. Smaller print runs, such as advertising brochures or concert programs, cost more per copy because they are small print runs. Until recently, printing a single book was all but unthinkable.

In the case of novels, the traditional print publisher begins by publishing several thousand copies. His goal is to run off the smallest number of copies he can while getting the best possible price per copy.

These books are then sent to bookstores, which tend to prefer something along the lines of what has succeeded before. The remainder sits in a warehouse somewhere. Perhaps to be shipped as the orders come in, perhaps to be joined by any "remaindered" copies the bookstores couldn't move.

This represents an investment on the part of that publisher, hence his paranoia about experimenting with new formats or (more importantly) new authors.

Print-On-Demand (POD), as the name implies, uses a completely different process. The end result is, the price per copy on a small run is much lower. How small of a run? Try one book. Zero inventory. The book is economically produced when the reader orders it, not before.

This technology was probably invented for sales literature. Then someone realized it might be a pretty cool way to get ARCs (Advance Review Copies) out to the book reviewers before the book was actually available. Finally, someone decided to get it into the publishing mainstream.

Why is it so much cheaper to publish a single book via POD? The reasons really aren't relevant to this article, besides which they'd probably bore you. But if you care, the first link below spells it all out.

http://www.jdwrite.com/writing/pod_01.htm http://www.jdwrite.com/writing/pod_02.htm http://www.jdwrite.com/writing/pod_03.htm http://www.jdwrite.com/writing/pod_04.htm http://www.jdwrite.com/writing/pod_05.htm

I recommend reading (or at least skimming) all five of those, by the way. It's quite a comprehensive analysis of how. Then come back to this article to determine why. Or if.

Have you ever heard of the author who self-published and wound up with a best-seller? They do exist!

Now look at all the self-published authors who couldn't do that. They're the vast majority. The author who uses POD could be facing similar long shot odds.

(Keep reading. I'll say good things about POD eventually.)

POD has a definite advantage over self-publishing, in that you don't wind up with a few hundred (or more?) copies of a book in your basement because you can't sell them. Thus, it's cheaper, with no difference in quality unless you hook up with losers.

But neither option will bring you the readership that you'll get from a successful book with a traditional print publisher.

I have self published. I went to a local print shop back in the pre-POD days, ran off 80 copies at $3 a copy, and sold them to local bookstores for $6 a copy. Lots of fun, and lots of learning, but I didn't get rich. My wage per hour stunk, but that was fine with me because I honestly didn't care. I broke even and gave away the rest. A pleasant way to spend lunch hours during the work week.

Most of us, though, just don't have that kind of time. And even if we do, why bother? Take the money you'd have invested and buy some Microsoft stock, then take the time you'd have invested and write more books. You'll be happier and you'll make more money.

Having said all that, why am I recommending POD at all? In my case, it's because I've written some books that no print publisher will ever pick up. That's my honest appraisal.

If I were a mercenary type, I'd follow that up with something like "Why'd you even write those books then?" But if you are a REAL writer, you know the answer.

It's always about writing first, marketing second. Two different hats. I'm assuming you already did the writing and now are wondering what the heck to do with it.

As an example, my EPPIE 2002 finalist is too short. I wrote it back when print publishers wanted 40,000 words. Now they want 50,000. But it doesn't take 50,000 words to tell that particular story, and I'm not padding it. Even if I were willing, it'd stink and nobody would buy it. Give the publishers some credit. They know padding when they see it. The same goes for the readers.

As another example, consider my short story collection. Critically acclaimed and selling moderately well, but no traditional publisher wants short story collections from unknown authors. It's just that simple.

So, I simultaneously published these books in e-book form and POD form. E-books are cheaper and more environmentally friendly, but the paperback option is still there for those who can't or won't ever read an e-book.

(Daddy is in that group, by the way. How about your family?)

Places who publish only POD began by accepting anything sent their way. Pay your money, and do your own editing and marketing. This gave POD a credibility problem. There are POD outfits who don't operate this way, but the credibility problem will take time to heal.

As an author, your goal is to write what's in your heart, find people who like to read what you like to write, and get it out to them. (That's my goal, anyway.) If your name happens to be Tom Clancy, that equals many readers. But that's simply luck of the draw.

Many of us don't have such mass appeal. Possibly you're the sort of writer who knows exactly where you stand in that respect. But many don't, and they're flooding the POD market with stuff that most readers just plain don't want. Add to that the badly edited stuff, and the credibility problem with POD is understandable.

Ideally, what you want is for your e-publisher to simultaneously release your book in both formats without charging a POD setup fee. That way, you can direct all your promotional efforts to that single URL. However, these e-publishers have a real problem with backlog now, so if you want to travel the road I did, you'll need much more patience than I did.

Taking advantage of a free POD option with your e-book will also help your promotional efforts. Many reviewers just plain won't touch an e-book. If you've done the POD bit, in addition to being able to tell all your friends and family, "Look at this, I'm a real author because here's the paperback," you'll be able to send review copies via POD to those book reviewers.

(I told my friends and family to kiss my butt, but I'm just a crochety old cuss.)

If you find yourself with an e-publisher who doesn't offer free POD, you may wish to shop around for a POD publisher. As you do this, remember the business model. If a publisher makes all its money from writers, it doesn't need to sell a single book to a single reader to stay in business.

No matter how much praise they send your way, that's the bottom line. Writing is a calling, but publishing is a business. Those authors who can't distinguish between the two are what keep the opportunists in business. (I was such an author for most of my life.)

Some POD places are no more than thinly veiled vanity (or subsidy) presses. They have a valuable role to serve, but let's be honest. Most do no editing, and they don't care. They may not be making a massive profit from your setup fees, but they're certainly making enough to stay in business. Even if you don't sell any books to anyone except your Gramma.

(A few new POD places help with marketing and charge no fees of any kind. I've been told http://www.bewrite.net is such a place, but have yet to visit it.)

Earlier, I recommended e-publishing before print publishing for the free editing you'll receive. If you're going with POD, consider it mandatory. Either that, or pay an editor. The author who can write a mistake-free manuscript does not exist.

Still interested in POD publishing? I've done it, by the way, and it worked out well. Here are the questions you should ask yourself when you select a POD publisher:

A) Sale price of each book
1) Who decides what it is?
2) Will readers pay that much for your book?

B) Profit per sale vs. your setup cost 1) How many copies must you sell to break even? 2) Can you do it?
3) If not, do you care? How big of a financial hit are you willing to take just to see your name in print?

As a rule, US$100 or less setup cost is good and US$1000 is very bad. The latter, no matter how much publicity they promise you, is only a thinly disguised vanity publisher. You will not sell enough books to recoup that $1000 unless you are a real marketing machine. Even then you shouldn't pay the $1000 up front. Pay $100 or less and then sell all those books. $1000 or more won't get you anything that $100 or less won't.

A comprehensive list of POD publishers, along with descriptions, can be found on-line at http://dehanna.com/database.htm

The site mentioned fails to mention Booksurge (http://www.booksurge.com), also known as Digitz (http://www.digitz.net), and Publish America (http://www.publishamerica.com). The first charges US$99 and the second is free.

Another that isn't mentioned is Digital Print Australia at http://www.digitalprintaustralia.com. I've used them before. My setup cost was AUD$35 (roughly US$18), which compares rather favorably to those listed.

Their price per copy is also excellent. The quality is at least as good as what you'll find in the bookstores. If you've ever bought a paperback from Writers Exchange E-Publishing, you've seen it already. If not, Digital Print will send you a free sample. They sent mine to China.

Two problems you may have with them, though, are shipping charges from Australia if that's not where your readers are located, and the fact that they don't offer a way to sell the books on their site.

For selling the books, I used the Book Store feature on Authors Den (http://www.authorsden.com) back when it was free. It offers a secure server. I know some authors who I trusted enough to send money to without a secure server. But I suspect that most of your prospective readers won't know you that well. In fact, they won't know you at all.

Another option is the shopping cart feature at PayPal (https://www.paypal.com/refer/pal=BH2CTDYDK8RPW), which I haven't researched. But take a look. You oughta have PayPal anyway, because it lets people send you money or vice versa through email, absolutely free. They'll give you $5 just for signing up.

If the POD place only prints "trade paperbacks," which are the larger ones, your cost per book (and sale price per book) will be higher than if you can print "mass-market paperbacks." The choice is yours, but whatever you decide, visit the local bookstores and price similar-sized books. If you write like Stephen King but charge twice as much per book, readers are going to buy the author they've heard of, and that's probably not you. Yet...

Michael LaRocca's website at http://freereads.topcities.com was chosen by WRITER'S DIGEST as one of The 101 Best Websites For Writers in 2001 and 2002. He published two novels in 2002 and has two more scheduled for publication in 2004. He also works as an editor for an e-publisher. He teaches English at a university in Shaoxing, Zhejiang Province, China, and publishes the free weekly newsletter Mad About Books.

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Thursday, February 28, 2008

Implementing ISO 9000

You may be in a position where your customers are demanding you implement an ISO 9000 quality system or you would like to do it for the benefits it can provide your organization. You may not have the resources to hire a consultant to help you. Can you achieve this task on your own, without the help of a consultant? Yes. You do not need a consultant to implement an ISO 9000 quality management system. You can do it with the resources you have.

Will a consultant provide you a better quality system than you can implement yourself? No. I say that not as a disrespect to consultants but because quality systems are ever evolving and developing. It's not where you start that is important it's where you end up in a year or two down the road. A consultant can expedite the process and save you a great deal of time. What takes you a day to do and figure out, a consultant can do in an hour or two. Based on this, why would anybody hire a consultant? The same reason some people hire someone to mow their yard and do their landscaping, that time is more valuable to be spent somewhere else.

You may be a position where ISO 9000 implementation is required but the necessary resources are not available to hire a consultant, what do you do? The first thing is to gain information. You need to become educated in the ISO 9000 standards and what they mean and their intent. Whether you hire a consultant or are choosing to implement a quality system on your own you need to purchase the following list of standards:

ISO 9000:2005 Quality management systems - Fundamentals and vocabulary

ISO 9001:2000 Quality management systems - Requirements

ISO 9004:2000 Quality management systems - Guidelines for performance improvements

ISO 19011:2002 Guidelines for quality and/or environmental management systems auditing

ISO 10014:2006 Quality management - Guidelines for realizing financial and economic benefits

You can obtain these standards from the International Organization of Standardization (ISO), American Society of Quality (ASQ) and the American National Standards Institute (ANSI).

The most important piece of advice I can give you, once you have purchased these standards, READ THEM. Find yourself a quiet place and read them. Read them several times. The reading is dull and the wording is somewhat confusing, it's alright, read them. These are international standards, not a John Grisham novel. You are not going to be riveted to the reading and hardly waiting to get back to it. You may find yourself more confused after reading them, that is fine, keep reading. After a several readings, it will begin to make sense to you. You will gain a new understanding of what the standards are saying and begin to realize what needs to be done and how to do it.

At this point, you understand the standard and what needs to be done. If you ever question anything or are not quite sure, refer to the standard. Go back and read it again. The first thing you need to do is provide an overview for your top management. If cost constraints prevent you from hiring someone to train top management, then provide the training yourself. Chances are, your top management knows significantly less about ISO 9000 than you do. That makes you an expert and should you travel greater than 50 miles, you can begin to charge consultant fees.

Your training to top management should answer the following questions, what is ISO?, what is it going to do for us? why are we implementing it? how much is this going to cost us and how long will it take? how are we going to do it? what role does top management have?

What is ISO? ISO 9000 is an internationally recognized quality management systems standard. It's premise is based on knowing customer requirements and continually enhancing customer satisfaction. This is achieved by developing key business processes, monitoring them with metrics against objectives to ensure effectiveness and putting forth effort to continually improve those processes.

What is it going to do for us? The adoption of an ISO 9000 quality system allows us to consistently provides products and services to our customers that meet there expectations and continually enhance their satisfaction. Why are we implementing ISO 9000? Chances are it's one of two reasons, one is your customers are requesting it or two you are interested in achieving the results in can provide. How much will it cost and how long will it take? If you complete it internally you can plan on it taking about a year (depending on your size and available resources) and it won't cost you anything other than what you are currently paying people. You should plan on spending about $1,100 - $1,300 dollars for one person to go to internal auditor training. That person can then train the rest of your designated internal auditors.

The registration audit will be $5,000 - $6,000 and the surveillance audits run $3,000 per year. Approximately, it amounts to a one time cost of $9,000 and annual cost of $3,000. How are we going to do it? We will perform a gap analysis to determine our deficiencies and develop an implementation team from that. We will track the progress of implementation. What role does top management have in ISO 9000? Top management has the biggest role. That group is responsible for the planning, development, maintenance and improvement of the system. Top management is expected to be actively involved in reviewing the designated process metric data and making decisions based on that data.

After you train top management, you must assess where you are now. There are most likely processes in place that are being done even without documentation. Write down all of your key business processes, accounting, purchasing, human resources, customer service, etc. After you get them written down, now you need to flowchart them out to document how they work. A simple downward flowing flowchart in one column with responsibility in another column and the last column has records.

Once you get them documented, now go through the standard and write down any process, clause or section of the standard that your current process does not address. These are the gaps in your system. They are the areas the standard states needs to be addressed that you are not. Once you have this, put it into a document where you can track the action against who is responsible and time line agreed to. Similar to this:

Action Responsible Date Develop internal audit process Joe F. 11-14-06 Train internal auditors Tom C 12-18-06

After you have transferred the actions needed into the above format, you have developed your implementation plan. Ensure this plan is reviewed and monitored by top management frequently. They must be kept in the loop. At some point of the implementation you will want to train the entire workforce on ISO 9000. Work out a schedule that is flexible. It does not have to be extremely detailed, but provide a good overview of what ISO 9000 is, why it is being implemented and how it will impact them. Good luck, you can do it.

Robert Badner is a freelance writer for Innovations for Quality, LLC. Innovations for Quality provides live, interactive, online training for ISO 9000 and ASQ Certification. You can visit their websites at http://www.asqcertification.org and http://iso9000training.org

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Tuesday, February 5, 2008

ISO 9000 Training

ISO 9000 training is the process of training individuals for the purpose of attaining ISO certification. ISO 9000 is a set of standards implemented by organizations for quality management systems that control the fabrication of a product or service. Perhaps today?s most popular generic international standard, it guarantees first-rate quality at all stages of design, development, manufacturing and delivery.

ISO 9000 training enables an individual to understand various quality standards as well as how they are basically planned. That is, it provides a clears idea about the interrelationship of ISO 9000, ISO 9001 and ISO 9004. The training program is also good for understanding ISO requirements and various ISO clauses. Most ISO 9000 training courses also include introduction to the ISO 9000 quality management system (QMS), process documentation, implementing an efficient QMS, and process auditing.

Process documentation workshops help you learn how to document your management system. This includes detailed methods for developing, documenting and implementing your business and quality processes. These programs also help you gain practical experience.

Before receiving ISO 9000 certification, businesses conduct an audit of documents and methods. An auditor training course help you train your own auditors to conduct process audits. These courses explain how to carry out a process audit and how to audit documented and undocumented processes.

Stat-A-Matrix in New Jersey, Management Systems International in California, and ISO 9000 Network in Massachusetts are some of the leading companies offering ISO 9000 training and consulting. They provide on-site seminars and help organizations achieve ISO 9000 registration. Their training covers the most up-to-date information, process mapping, and project management. Their classes are developed and delivered by ISO 9000 experts.

ISO 9000 provides detailed information on ISO 9000, ISO 9000 Standards, ISO 9000 Software, ISO 9000 Consulting and more. ISO 9000 is affiliated with Home Inspections.

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ISO 9000 Vicarious Liability

ISO 9000 is an enormously successful international quality management system set by the international standards organization. Apart from helping in designing a quality assurance system, ISO 9000 also imposes many liabilities and responsibilities on the part of business organizations.

ISO certification can guard organizations against corporate vicarious liability. Vicarious liability refers to the legal responsibility (accountability) of an employer for the actions, crime or injury done by one of his employees in the course of discharging duties. Crimes that come under the purview of vicarious liability include fraud and theft, defamation, breach of confidence and data protection, and discrimination based on race and gender.

ISO 9000 vicarious liability processes help firms reduce risks. The extent of liability depends upon the relation between the nature of the employment and the crime that has been committed. When the two are connected closely enough, the employer can be held liable.

Common forms of vicarious liabilities include employers' vicarious liability, principals' vicarious liability, and the liability of corporations in tort. Consider, for example, principals? liability. In this case, the owner of a car is vicariously liable for the rash and negligent driving of the driver. The owner is the principal and the driver is his employee. Laws have been reluctant to extend this liability to the owners of some other kinds of chattel. For instance, the owner of an airplane is not vicariously liable for a pilot?s misdeeds.

A business can operate only through the actions and deeds of its employees and agents. Therefore, it is important to decide to what extend vicarious liability will apply to hold a business liable for the frauds of its directors or other officers. ISO 9000 certification provides a clear description of such situations.

ISO 9000 provides detailed information on ISO 9000, ISO 9000 Standards, ISO 9000 Software, ISO 9000 Consulting and more. ISO 9000 is affiliated with Home Inspections.

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Thursday, January 31, 2008

ISO9000 & Beyond

To be successful, organisations must prove themselves to be indispensable to their customers, be attuned to their employees' needs, be willing to partner with their suppliers, and be considerate of the social, environmental, and safety outcomes of their performance. These rather new and expanded objectives of business operations, are the main pillars of business excellence.

Samson and Challis (2002) studied leading international organisations in an effort to determine why some were more successful than others in their pursuit of excellence. They identified a total of 14 principles that served as catalysts for business excellence. The extent to which each organisation embodied these principles appeared to be directly related to the speed of its journey towards excellence.

Furthermore, the EFQM Excellence Model, which is used to adjudicate the European Quality Award, and the most frequently discussed model in quality literature (van der Wiele et aI., 1995, 2001), uses self-assessment as a tool to identify organisational strengths, as well as areas in which there exists room for improvement. Its outcome is a structured plan for amelioration, which is subsequently monitored for progress. In addition to this self-assessment component, the EFQM assists organisations with their continuous improvement initiatives by facilitating gauging of progress against measures of total quality management, identification of improvement opportunities benchmarking and organisational learning (McAdam and Kelly, 2002).

Truly effective use of the excellence models for continuous improvement requires the input of management and employees. For maximum benefit, it must be effectively marketed by top management and internalised by the staff of the organisation (van der Wiele et aI., 2000). Also, to be optimally effective, quality improvements should be prioritised and should focus on the results category of a business excellence model such as the EFQM Excellence Model (EFQM, 1999; Seghezzi, 2001), the Malcolm Baldrige National Quality Award (MBNQA, 2002), or the Canadian Framework for Business Excellence (CFBE, 2002).

Quality management The family of ISO 9000 standards can be regarded as the foundation on which organisations can build their excellence programs. The success of a quality management program that builds upon the foundation of the ISO 9000 system has been said to relate to the original motivation for registration (van der Wiele et aI., 2001). The message is that the added value that an organisation derives from the ISO 9000 standards should be a result of that organisation's motives for, and approach to, implementation (Cobb, 2003; Gotzamani and Tsiotras, 2002; Singels et aI., 2001). Issues such as organisation, internal and external communications, employee awareness of quality, product conformance and customer satisfaction are all addressed within the ISO 9000 system, simplifying management commitment to quality. This can be a driving force to go beyond and achieve business excellence. However, if not done properly, it is also possible that implementation of ISO 9000 may lead to excessive emphasis on the documented procedures and less emphasis on achieving business objectives (Gotzamani and Tsiotras, 2002).

The importance and relevance of quality cannot be overstated. In recent decades, public, private, and third-sector organisations have been awakened to the necessity of creating and ensuring quality in every aspect of their operations. Far beyond "permitting things to run smoothly", an emphasis on quality in management systems is now considered essential to an organisation's prosperity. Globalisation and an enhanced concept of corporate liability are two important societal trends contributing to this emphasis on quality. There are numerous reports in the literature that describe quality management practices and the benefits that emanate from implementation of an ISO 9000 system. Many of these are case studies or reports of the benefits and drawbacks of such systems. The emphasis is on continuous improvement which is beyond simple conformance to the ISO 9000 standards.

The Balanced Scorecard The Balanced Scorecard (BSC) is an instrument which translates the mission and strategy of an organisation into a broad collection of action metrics and indicators, and which subsequently provides the structure necessary to serve as control and strategic measurement system (Kaplan and Norton, 1996). The BSC is applicable to any type of organisation, albeit with modifications. For example, a BSC for non-profit organisations must be modified to include a mission perspective and any other additional perspectives which provide specific information on social demographic factors regarding the organisation's environment. Viewed as a performance measurement system (PMS), the BSC is not a new tool as PMSs have existed for a long time in all organisations and in most cultures, in one form or another. Hence the novelty of the BSC does not reside in its existence but rather in the attempt to achieve standardisation via conventions and universal rules (Urrutia de Hoyos, 2001).

The BSC's most standardised antecedent is the "tableau de bord" (Mallo and Merlo, 1995), a tool utilised principally by French companies, and whose configuration and conceptual basis is very similar to the BSC. One explanation for the lack of standardisation of PMSs along the line of the tableau de bord and BSC is certainly the lack of publicised information regarding their existence due to its being an excessively strategic tool; due to their strategic nature, organisations are very reluctant to disclose their existence and utilisation.

Development of the BSC The development of the BSC has gone through three distinct phases.

The First phase Initially the BSC was intended as a measurement tool, with an operational and tactical focus. It was a collection of indicators arranged by perspectives or key areas, which permitted the identification of the determinants of the performance of a business. The original objective was to overcome the limitations of using only financial indicators. These last only provided information about actual, past performance, and failed to provide information on the drivers of future performance (Kaplan and Norton, 1996). The four BSC perspectives - financial, customer, internal processes, learning and growth - were selected on the basis of the results of a study by David Norton and Harvard University (Kaplan and Norton, 1992).

The Second phase In the process of identifying indicators for each of the four perspectives, it was discovered that by developing strategy maps, not only could the appropriate indicators be identified, but also management could utilise the BSC for strategic planning. In the first phase, indicators were identified subsequent to the development and definition of the organisation's strategy, and had an operational and/or tactical focus. During this phase, it was discovered that it was not enough to simply identify indicators, it was also necessary that the indicators were extracted directly from the strategic plan. This so as to identify, and explicitly describe, the causal relationships with the organisation's strategy. In other words, the indicators were identified prior to the development and definition of the organisation's strategy, and as such playa key role in the development and definition of the strategy. The act of measurement has consequences that exceed simply providing information on past results. It also directs attention to the future, since the indicators selected by management are 'de facto' those which are important to management. Hence, with a clearly defined strategy, coherently communicated and aligned with change drivers, what was initially an information/measurement tool, and part of the management control function, was converted into a tool for strategic management (Kaplan and Norton, 2000) and a part of the strategy formation process.

The Third phase The BSC communicates the organisation's strategic plan via maps in which the cause-effect relationships between the different strategic objectives can be visualised. This permits management to utilise the BSC as a tool for change management leading to the achievement of Business Excellence.

Conclusion This article explored the broad issues related to business excellence and the application of ISo 9000 and the BSC as the first steps in achieving excellence. ISO 9000 and the BSC aim at assisting firms to develop systems and procedures which allow them to achieve business excellence by becoming more customer-oriented. The implementation of such systems requires on-going support from senior management; taking into consideration the role of internal reporting and operational control systems to monitor and proactively adapt to changing business needs.

Sandro Azzopardi is a professional author who writes articles on his web site and local newspapers. http://www.theinfopit.com/business/iso9000/iso9000andbeyond-1.php

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Saturday, January 19, 2008

Understanding Film Types and ISO Ratings - Beginning Photography Basics

Beginning photographers are usually so wrapped up in learning about exposure, depth of field, and creative composition - they tend to overlook the importance of what they are recording the image onto. Whether it be film or a digital sensor - what takes place when the image hits it has a huge determining factor of what it will look like, and most especially will determine how much work you have to do in the darkroom or on the PC.

It should be noted that while I will be mentioning popular film brands, I am not promoting them. I'm not sponsored, nor am I a film sales affiliate. These are the brands I am accustomed to working with. You will need to decide for yourself and hopefully these guidelines will help you.

In my beginning years as a film photographer if you were to dig through my backpack you would find a dozen different film types and way too many rolls per type. "Afterall," I would mutter under the extra weight, "never know what I will encounter!" To a certain extent that is true, but having 10 rolls of 100 ISO color print film of varying brands is a bit extreme!

A simple guideline to follow that you can test for yourself starts with choosing the right ISO rating for the film you work with. As a matter of fact, these ISO principals are the same for digital cameras as well!

Quite simply, the ISO rating is that number on the film box. If you purchased it at the local grocery store it's usually a 200, 400, or 800. That number is the film's rating of how sensitive it is to light. The higher the number the more sensitive - the lower, the less. The mistake many beginning photographers make is the assumption that the higher the number the better because they can shoot in lower light and not use flash, and still use faster shutter speeds. This is fine if you are CSI photographer at a crime scene at night...not so fine if you are shooting a gorgeous landscape with the last of the day's light on the horizon.

Basically - the higher the ISO number the worse the quality of the image - especially if you will enlarge prints. The lower the ISO (particularly where landscapes and nature are concerned) the better the image quality. With print film - color or black & white, when you get up into the 800 and higher range you will see an increase of grain in the printed image. This becomes even more visible as you enlarge the photo. While some artsy photos are quite appealing with this grain, it is extremely unappealing in fine art landscapes or nature. Of course the higher ISO rated films have their place in photography: sports and, well, CSI night photography!

In the 125 ISO or lower range these films are extremely fine grain and generally reproduce fantastic colors! They are excellent for enlargements. Black and white film in this ISO range will have superb contrast and an incredibly smooth tonal range (the transition from white to black).

As a starting point I recommend the following ISO ratings:

50 - 125: Landscapes and scenics
125 - 160: Portraits, people photography where flattering skin reproduction is important
200 or higher: Sports

In case you are wondering, you will not find these high quality films at your local convenience store! You will need to find a camera shop or buy from a professional supplier.

Now, with a general understanding of ISO, this leads to the next part: which film types? For the sake of simplifying education I am focusing on Daylight film, which is usually what you are handed over the counter. But should you shoot with print film or slide film? (also referred to as transparency or chrome film) This will depend on what you are shooting and what will be the end result.

Color Landscapes

Most serious film photographers will agree that slide film in the 100 ISO or lower range is what they work with exclusively. Along with many other photographers, if I am working in color film for landscapes you will only find Fuji Velvia (50 ISO) or Fuji Provia (100 ISO) slide film in my bag. They enlarge prints extremely well, have unsurpassed sharp resolution, and reproduce fantastic shadows and realistic colors. If you have any aspirations of submitting your work to publishers, you will need to learn to work with slide film. Most only accept transparencies or digital files.

The disadvantages with these slide films is they are just that - transparencies. You will have to spend a few more bucks to have prints made from them, and unless you are working with a highly skilled printer the results can be sometimes be disappointing compared to the original transparency. If you want to make a digital file out of it you will need to buy a high end film and transparency scanner. Slide film is also very easy to over expose during the shoot. So until you are accomplished at right-on exposures, you may think I'm an idiot recommending these slide films.

If you are a serious landscape photographer my personal recommendation is to avoid color print films. I switched to the high-end slide films because I never found a color print film that satisfied me. However, I have no doubt there are photographers who have something to say about that.

Black and white landscapes are entirely different. There are many excellent black and white print films available, but after much testing you will only find Ilford PanF (50 ISO) and FP4 (125 ISO) in my film bag. In my bold opinion - black and white print film for landscapes and scenics does not get any better than these.

Portrait and People Photography

Until you become highly skilled with exposure, and you are working with models that have flawless skin - stick to print films. The most important factor with color portrait photography is skin tones. Using films with ISO ratings lower than 160 will bring out the red pigments in a person's skin more than if you stick to the 160 range. Go below 100 and your model will look like they have a nasty rash! I speak from experience.

Kodak makes a wonderful color portrait film called Portra 160. In my opinion it reproduces the most pleasant skin tones and the contrast is perfect. Just as important, it enlarges very well. If you want to try black and white portraits I also recommend giving Ilford FP4 a try. You will see some of the smoothest facial tones imaginable with this film!

One of the advantages with color and black & white print film is the exposure tolerance (or film lattitude) is excellent. This means that if your exposure is just slightly off, the image will still most likely come out looking very nice.

I recommend these as starting points to find what works best for your photography. It is important for you to learn for yourself what works well, and what does not. However, applying these principals will give you a significant step up towards perfecting your photographic work.

Chip Clark is a San Diego based professional photographer, with over 20 years experience in landscape photography, wildlife photography, sports photography, and portraiture.

Chip Clark's photography tutorials are available at http://www.chipclarkphotography.com/advanced-techniques-for-beginning-photographers.htm

Publishing and reprint rights are granted solely according to the guidelines set forth by Ezinearticles.com.

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Friday, January 18, 2008

ISO For the Small Business

ISO has been around long enough that everyone is aware of what can be gained by implementation of this system, yet many businesses are still reluctant to adopt this practice into their operations. There are several reasons for this, probably the number one being that it is deemed to be too costly and time consuming when compared to the perceived gains for smaller businesses to readily commit to this rigorous and detailed approach to improvement.

Designing and adopting this standard can appear intimidating when you look at all that is involved. As a small company you may feel that your limited staff and resources are not fully equipped to handle this myriad of documentation, standardization, auditing, and most of all, training that is required to create and maintain a successful ISO system. As daunting as the process may seem, with a little planning it can be much easier than you might think.

It is true that approaching ISO as a large organization normally will is quite overwhelming for a smaller company; however, you can approach this endeavor from at totally different perspective and still be successful. The usual route to ISO is to enroll in some form of structured process by registering in a class or seminar through a local college or private service. Since this approach typically follows a somewhat predetermined time frame, keeping pace can put a considerable burden on your limited resources.

ATTACK THE PROBLEM ON YOUR OWN TERMS

Purchase the standard and review it to get a thorough understanding of what is required. Outline where you are currently with your operational procedures. Compare where you are to where you need to be and outline the necessary actions that need to be addressed to meet the requirements of the standard. You can now develop a plan to address each the tasks that fits within your budget and progresses at a pace that does not overtax your workforce.

Make a commitment to methodically work toward implementation on your own. You can enroll in the accreditation programs or work through your underwriter down the road, after you have implemented all or most of the system. This approach leaves room to adapt and to achieve your goal while still remaining capable of handling your day to day manufacturing issues. The downside is that you must remain committed. It is easy to get sidetracked or buried in your daily problem solving and let your completion of ISO to go by the wayside.

BREAK THE PROCESS DOWN

Like any other large and seemingly involved problem, break it down into smaller more manageable tasks. Choose a familiar task to work on that fits into your current experience and capability. Break it down further by limiting the chosen task to a specific area of your organization. Pick one shift, one department, perhaps one work cell that you are comfortable with.

By limiting your area of implementation you increase your odds for success for several reasons. First, you will only be affecting a small portion of your facility which means expense and disruptions will be minimized. If you make mistakes their impact will not be as detrimental. You will be able to visualize not only what needs to be done, but how well you are progressing. You will be able to debug your system on the fly without having to remove the controls, etc. to keep your normal production on schedule.

Secondly, you will be able to determine exactly what is required to implement the change. Do you have the necessary data on hand? What supporting processes or documentation will be required? Is your staff capable of handling all the duties? Will additional investigation, personnel or training be required? You will be able to spread out the expenses over a longer period and allow the necessary time to train your staff.

Furthermore, as you finish a task you will gain a clearer understanding of what will be required to implement this same task into other areas. This will allow you to budget your costs and time much more accurately in the future. As you complete the required documentation and procedures you will have valuable templates that can be easily adjusted for use in other areas or for different processes.

And lastly, once your system has been debugged and implemented in one area it will be much easier to implement it in another. The entire process will also be more readily accepted by your workforce as you progress because having taken the time to get it right the first time, you will have made it easier to understand and comply in the rest of your operation.

LEARN AS YOU GO

As you progress through the standard and the different areas of your organization you be gaining the experience and confidence needed to be successful. Your technical writing skills will improve. Your team building skills will improve. Your mentoring abilities will improve. Your staff will have a deeper and broader understanding of your processes and capabilities down to the fine details. All these will improve your operations and your bottom line. Before you know it, you will be running a much more efficient, capable and reliable business.

As your processes improve so will your competitiveness in the market and you can take advantage of your new found experience to streamline your operations. You will be able to sell, estimate, produce and deliver to more accurate numbers. You will be capable of predicting trouble, discovering problems, solving issues and adapting to your needs more quickly than you could before. When the time comes to increase personnel you will have a clearer picture of the skills the potential employees need to bring with them to your company.

GET ONLY THE HELP YOU REALLY NEED

As an issue comes to light you can’t readily handle, do the research or hire the help you need at that time. Attend the seminars, take the classes or hire a consultant to provide the needed help or direction. Another great source of help in this area is your insurance provider or the underwriter you propose to use when the time comes for certification. You can greatly reduce your training costs by getting the assistance as it is actually needed. Rather than pay for a broad range of advice and direction, some of which you will undoubtedly already possess, get the specific help you actually need and only as the need arises.

DECIDE IF CERTIFICATION IS RIGHT FOR YOU

As you progress through the implementation of the ISO system your understanding of what is required to achieve success will grow. Those tasks which at first seemed complicated and beyond comprehension will become clearer and attainable and suddenly you will be at a point where the system is in place and working. Now is the time to determine if you want to take that last step and actually become ISO certified.

Becoming certified offers some advantages. Certification is a way to celebrate your new found success. The inherent requirements of certification lend themselves to keeping the system in place and functioning properly. It also tells your current and prospective customers, as well as your competition, that you are a world class organization. Certification opens the door to markets that were previously closed to you. Still, certification may not be for everyone. If your products or market access are not limited by being ISO then you may decide to delay or put off certification altogether.

Whether you opt for that piece of paper or not, you will still be able to reap the benefits the ISO system provides. By taking the time to implement the ISO system on your own terms you can significantly reduce the costs of doing so and outperform that section of your competition that found ISO unnecessary or too costly. At the end of the day, the fact is, you will have made enormous strides in your organizations potential, and even though it may have taken you a bit longer, it is still better late than never.

Mr. Cavalluzzi is the founder and owner of CONSOLUTE, LLC. His extensive background in engineering dates back to 1978 an includes the robotics, automotive, aerospace, metals and plastics industries.

Visit us at Consolute, LLC

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Thursday, January 17, 2008

Mapping ISO 9001 - 2000 With CMMI

This article is an effort to create a mapping between the one of the most common standard and one of the most common models.

In this section different clauses of the ISO 9001:2000 standard is compared with the GP’s of CMMI:

(ISO: Clause 4) – Quality Management System
• Organization process focus
• Organization process definition
• Project planning
• Process and product quality assurance
• Configuration management
• Supplier agreement management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.6, 2.7, 2.8, 2.9, 3.1, 3.2

(ISO: Clause 5) – Management Responsibility
• Organization process focus
• Organization process definition
• Requirement development
• Project monitoring and control
• Organizational process performance
• Quantitative project management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.4, 2.6, 2.7, 2.10, 3.1,

(ISO: Clause 6) – Resource management

• Project planning
• Organization training
• Organizational environment for integration

CMMI

Generic Practices – 2.3, 2.5,

(ISO: Clause 7) – Product Realization
• Requirement management
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

CMMI

Generic Practices – 2.1, 2.2, 2.3, 2.4, 2.6, 2.7, 2.8, 2.9, 2.10, 3.1

(ISO: Clause 8) - Measurement Analysis & Improvement

• Project monitoring and control
• Process and product quality assurance
• Measurement and analysis
• Configuration management
• Requirement management
• Requirement development
• Supplier agreement management
• Organization process focus
• Verification
• Validation
• Organizational innovation and development
• Organizational process performance
• Quantitative project management
• Casual analysis and resolution

CMMI

Generic Practices – 2.1, 2.2, 2.4, 2.6, 2.8, 2.9, 3.2

In ISO 9001:2000 there are six mandatory procedures which have to be fulfilled. This section brings to light where these mandatory procedures are covered in CMMI.

Mapping with six mandatory procedures based on ISO 9001:2000 to CMMI

4.2.2 – Control of Documents

• Configuration management (Generic practices 2.6)

4.2.4 – Control of records

• Configuration management (Generic practices 2.6, 2.2)

8.2.2 – Internal Audit

• Organization process focus (Specific practices 1.1, 1.2, 2.1, 2.2)
• Process and product quality assurance (Generic practices 2.4, 2.6)
• Measurement and analysis (Specific practices 2.4, 2.6, 2.9)

8.3 – Control of non-conforming Product

• Configuration management (All generic practices)
• Project monitoring and control (Specific practices 2.1, 2.2, 2.3)

8.5.2 – Corrective Action

• Organization process focus (Specific practices 2.1, 2.2, 2.3)
• Project monitoring and control (2.1, 2.2, 2.3)

8.5.3 – Preventive Action

• Organization process focus (Specific practices 2.4)
• Causal analysis and resolution (Specific practices 1.1, 1.2 2.1, 2.2, 2.3)

Whenever we do any project/activity all of us knowingly or unknowingly follow the cycle which is known as PDCA i.e. Plan, Do, Check, Act. This section shows how PDCA is covered in both ISO 9001:2000 and CMMI

Mapping with PDCA based on ISO 9001:2000 to CMMI

P – Plan

ISO
• Clause 4 Quality Management System
• Clause 5 Management Responsibility
• Clause 6 Resource management

CMMI
• Organization process focus
• Organization process definition
• Project planning
• Process and product quality assurance
• Configuration management
• Supplier agreement management
• Organization training
• Organizational environment for integration
• Requirement development
• Project monitoring and control
• Quantitative project management

D – DO

ISO • Clause 7 Product Realization

CMMI
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

C – Check

ISO
• Measurement analysis & Improvement

CMMI
• Project monitoring and control
• Process and product quality assurance
• Measurement and analysis
• Configuration management
• Requirement management
• Requirement development
• Supplier agreement management
• Organization process focus
• Verification
• Validation
• Organizational innovation and development
• Organizational process performance
• Quantitative project management
• Casual analysis and resolution

A – Act

ISO
• Measurement analysis & Improvement

CMMI
• Requirement development
• Technical solution
• Product integration
• Measurement and analysis
• Quantitative project management
• Verification
• Validation
• Organization process definition
• Project planning
• Project monitoring and control
• Integrated project management
• Configuration management
• Supplier agreement management

Tariq Kamal is working as a Process Consultant in New Delhi. He provides consultancy in the Quality field in software. Visit his website http://www.gate2quality.com

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Sunday, January 13, 2008

ISO 9000 – Management Systems for Business Success

ISO 9000 is a management system produced by the International Organization for Standardization (ISO). The purpose of the ISO 9000 is the improvement of the efficiency and productivity of organizations. Businesses use ISO 9000 to make sure they consistently satisfy customers, and comply with their industry’s regulations.

Systems are often the last things on the minds of small business owners. Instead of organized processes, most small businesses rely on the expertise of staff and owners and their ability to communicate that expertise to each other. Unfortunately, individual skills and relationships don’t scale – as businesses grow, those that don’t have a management system become inconsistent, chaotic and inefficient.

Developing management systems is something all successful businesses have to do. Unfortunately, most organizations come up with systems in isolation from everybody else. Not only is this “re-inventing the wheel” but it also means that they can’t take advantage of management best practices.

ISO 9000 is an international, generic management system that can be applied to service and product oriented businesses, as well as public administrations and government departments. It allows organizations to take advantage of the latest models for setting up and running a management system.

ISO 9000 improves:

Customer Satisfaction – by focusing on improving what the organization does to provide value for customers, ISO 9000 promotes consistent high-level quality.

Efficiency – by concentrating on how processes provide quality to customers instead of simply the final product, ISO 9000 improves organizations’ efficiency.

Marketing – because ISO 9000 is an internationally recognized standard, using it communicates quality and reliability to customers and partners.

Employee Motivation – by establishing a consistent, comprehensive set of rules and procedures, ISO 9000 ensures that employees know exactly what their responsibilities are and how to fulfill them.

International Trade – because ISO 9000 is an internationally developed management system, adopting it significantly simplifies their relationship with organizations in other countries.

The ISO itself does not provide ISO 9000 certification. Instead, organizations can obtain certification from third party auditors. Certification is not required, and even businesses that choose not to go to the expense of having a formal audit can benefit significantly from implementing ISO 9000.

For more information see the International Organization for Standardization website or the Industry Canada ISO 9000 checklist.

Nigel Fogden is an English teacher and writer with 24 by 5 Tech Comm, a technical writing company that specializes in fast, high-quality writing and editing. For more articles on writing, technology and business, sign up for the 24 by 5 Tech Comm Newsletter at http://www.24by5.com and stop by our blog at http://www.24by5.com/wordpress/

 

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Friday, January 11, 2008

ASA - ISO Ambient Light Rule

If you have been taking photographs for years or just now starting there is one quick rule of thumb that is key to understanding how cameras work. I call it the Ambient Light Rule. There are two standard agencies that regulate camera speeds; in the old days film used ASA (American Standards Association) now film cameras and digital cameras use ISO (International Standards Organization) with both the higher the ASA or ISO number the faster the film or computer chip will accept light therefore allowing the camera to manipulate shutter speed and aperture opening.

Ambient Light Rule is quickly this, the faster the shutter speed (stop motion) the lower the aperture opening (depth of field). This can be changed by using a higher or lower ASA or ISO. This all depends on what kind of picture you want to take. Automatic cameras make it easy to take pictures they will adjust the shutter speed and aperture without you needing to know the Ambient Light Rule.

However sometimes it is necessary to go off automatic mode for the shot you want to take. For example, say you go to a Nascar race and you want a picture of your favorite Nascar Driver going over 200 miles per hour. In this case you may want to take your film or digital camera off auto and go with shutter preferred and choose a fast stutter speed probably at least 1/500th of a second. The faster the better, but this setting does effect how clear the items are in the foreground and background.

Another situation is when you want to take a close up and want as clear of shot that is possible. Here you may want to go with aperture preferred. In this case the higher the aperture (means the smaller the light source kind of like squinting your eyes to see better) means that you will get a sharper photograph. But the higher the aperture the slower the shutter speed. You either need more light or you may want to use a tripod.

Today with all the advancements in computers photography has been made quite a bit simpler. Adobe Photoshop CS2 is a photographer’s dream program. It has made darkroom manipulations obsolete. You can now lighten, darken, sharpen, unsharpen, as well as erase or add to your photos with easy. If you are serious about photography I would definitely suggest purchasing Adobe Photoshop. Plus I would recommend that you take courses on the program. Two that I have used in the past are from Lynda.com and Total Training both are excellent!

For more information www.bestdigicamsite.com

Bob has been a photograher since the 1960's from a Kodak Instamatic to Minolta, Canon, Nikon, and now a Fuji Digital Camera.

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Wednesday, January 9, 2008

Seven Layers of ISO OSI Model

The ISO OSI model are explained below. The seven layers of the OSI model are:
 

  • Application
  • Presentation
  • Session
  • Transport
  • Network
  • Antiqua">Data Link
  • Physical

 

1 Application layer:
This layer provides a means for the user to access information on the network through an application. Many user applications that need to communicate over the network interact with the Application layer protocol directly. The user applications are not part of OSI Application layer, use the networking services offered by the networking protocol suite. Application layer functions typically include identifying communication partners, and determining availability of required resources. Some examples of application layer implementations include Telnet, File Transfer Protocol (FTP), and Simple Mail Transfer Protocol (SMTP).
 

2 Presentation layer:
Presentation layer converts local host computer data representations into a standard network format for transmission on the network. On the receiving side, it changes the network format into the appropriate host computer's format so that data can be utilized independent of the host computer. ASCII and EBCDIC conversions, cryptography, and the like are handled here. Examples of Presentation layer coding and conversion schemes include common data representation formats, conversion of character representation formats, common data compression schemes, and common data encryption schemes.
 

Presentation layer implementations are not typically associated with a particular protocol stack. Some well-known standards for video include QuickTime and Motion Picture Experts Group (MPEG). QuickTime is an Apple Computer specification for video and audio, and MPEG is a standard for video compression and coding.

3. Session layer:
The session layer establishes, manages, and terminates communication sessions. Communication sessions consist of service requests and service responses that occur between applications located in different network devices. These requests and responses are coordinated by protocols implemented at the session layer. Some examples of session-layer implementations include AppleTalk's Zone Information Protocol (ZIP), and Decent Phase Session Control Protocol (SCP).
 

4.Transport layer:
Transport layer is responsible for providing reliable service between the hosts. Upper layer datagrams are broken down into manageable datagrams and then appropriate header information (such as sequence number, port number, etc.) is added to the datagram before passing it on to the Network layer. Two frequently used transport protocols are the TCP (Transmission Control Protocol) and the UDP (User Datagram Protocol).
 

Important features of Transport layer:

 

  • Transport layer ensures reliable service.
  • Breaks the message (from sessions layer) into smaller datagrams, and appends appropriate unit header information.
  • Responsible for communicating with the Session layer

 

Important features of TCP/UDP:

 

  • TCP/IP widely used protocol for Transport/Network layers
  • TCP: (Transport Control Protocol) TCP ensures that a packet has reached its intended destination by using an acknowledgement. If not, it retransmits the lost messages. Hence, TCP is called a connection oriented protocol.
  • UDP (Universal Data gram Protocol): UDP simply transmits packets over the internet. It does not wait for an acknowledgement. It is the responsibility of upper layer protocols to ensure that the information had reached the intended partner(s). Hence, UDP is often called connectionless protocol.
  • Application programs that do not need connection-oriented protocol generally use UDP.

 

5. Network layer:
Network layer is responsible for the routing of packets through the entire network. The layer uses logical addressing for this purpose. Note that the physical address (like MAC address) keeps changing from hop to hop when a packet travels from source to destination. As a result, an address that doesn't change is required to ensure continuity between hops. This is nothing but logical address. For IP networks, IP address is the logical address; and for Novell network, IPX address is the logical address, and so on. This layer also provides for congestion control, and accounting information for the network. IP (Internet Protocol) is an example of a network layer protocol.
 

6. Data link layer:
Data link layer provides delivery of information frames between communicating partners. This layer is responsible for flow regulation, error detection and correction, and framing of bits for transmission. The network data frame is made up of checksum, source address, destination address, and the data itself. The largest frame size that can be sent is known as the maximum transmission Unit (MTU).

Important features of Data link layer:
 

 

  • Assembles bits into frames, making them ready for transmission over the network.

     

     

  • Provides error detection, and correction to transmitted frames. If the checksum is not correct, it asks for retransmission. (Send a control message).

     

     

  • Consists of two sub layers:

     

     

    1. Logical Link Control (LLC): Defines how data is transferred over the cable and provides data link service to the higher layers.

       

       

    2. Medium Access Control (MAC): Controls media access by regulating the communicating nodes using pre-defined set of rules. (i.e. Token passing, Ethernet [CSMA/CD] all have MAC sub-layer protocol).
Different Data link layer protocols define different network and protocol characteristics, including physical addressing, network topology, error notification, sequencing of frames, and flow control. Physical addressing (as opposed to logical addressing) defines how devices are addressed at the data link layer. The protocols used in Data link layer are SLIP, PPP, and CSLP.
 

 

7. Physical layer:
This is the bottom-most layer of the OSI model. The Physical layer handles the bit-level communications across the physical medium. The physical medium could be made up of wired electrical signals, or light, or radio (wireless) signals. Physical layer specifications define characteristics such as media, data rates, maximum transmission distances, and physical connectors.
Some of the important standards that deal with physical layer specifications are:
RS-232(for serial communication lines), X.21, EIA 232, and G730.
Physical layer and Data link layer implementations can be categorized as either LAN or WAN specifications.

Vijayanand has done his post graduation (M.E.) in Communication Systems. He has several years of experience in electronic assembly and design, rf testing, and networking. He is a Cisco Certified Networking Professional, and an MCSE (Microsoft Certified Systems Engineer). He is a director of Anand Software and Training Pvt. Ltd. Complete tutorial on Networking is available at SimulationExams.com

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Digital Photography and ISO Ratings - What You Should Know!

p>Before Digital Cameras ever came to be, most of you probably owned a standard 35mm camera with an attachable flash, like my old Nikon F1, which I foolishly sold on Ebay. If you did own one of those, and you were very adept in photography, you'll recall thatlittle nob at the bottom of the camera with a series of numbers from B1...to 4000 ASA/ISO.Simply put, when you bought film which was rated 400 ASA, as an example, you would adjust the nob to reflect an ASA reading of 400 in the small window pane aligned with a small, usually, red arrow.

The point of all this is the following; when you bring your knew digital camera to any large event, it is totally pointless to be using the built-in flash, although you see it all the time by the 100s of flickering lights. The built-in flash is much to small to have any effect when you're 100s of feet from your subject.

Since cameras list the effectiveness of a flash measured in distance or range (3' - 9' etc.), you really have to be very close to the subject for the flash to be fullyeffective.

The ISO designation you should know, is a measure used for light sensitivity. For example, a film with a rating of ISO1000 (considered fast film) is much more sensitive to light than a film with a rating of ISO100, and therefore is better able to capture images in dark surrounding areas. Actually, if you were really good in the old days, we used this to our advantage in combination with the aperture opening of the lens for some really awesome effects. But we won't go there and stick with digital.

So to be understood, digital camera technology uses the same ISO system, but since no film is used, the variable light sensitivity is accomplished by amplifying the signal.Sound confusing! In electronics, as you amplify a signal, you amplify noise levels, such as in a radio which has a weak signal. So you turn it up only to hear more static in the background.

So it was, when you selected a digital camera with a high ISO rating,because the quality of the image was less than desirable. In the early days of digital cameras, this constituted a real problem.

Today, however, this so called noise has been so controlled, that you can buy a digital camera with a high ISO rating reducing the need for a flash...in other words the capability of taking pics from far distances without a flash. In addition, when you set your camera to 'auto', the camera will automatically set the ISO, the aperture opening of the lens, and shutter speed to create the best picture possible.

For more information on understanding how ISO works, make sure you read your manual or check with the manufacturer of your camera. If you don't yet own a digital camera, here's a tip; make sure you buy the highest megapixel possible. It cost much more but well worth the investment. You won't regret it!

Jon G. Michel is a successful webmaster and publisher of digitalkool.com. Are you looking for new information on digital photography? Need a new digital camera... get all the latest information

 Jon G. Michel This article can be used as long as the article remains unchanged and the author's bio is included.

 

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Sunday, January 6, 2008

Which ISO Setting Should I Use?

What ISO setting should you use for everyday photography?

There is no simple answer, but have a look at the following responses to decide what is best for you:

"I usually use ISO 100, but if I realise I can’t hold the camera still I increase the ISO or use a tripod"

"I most usually shoot at ISO 100, 200 and occasionally ISO 400. It annoys me that there is slight noise when I zoom on the PC. In reality you won't see it"

"I start at 100, and work up until I get a reasonable shutter speed that I feel I can cope with"

"I set the camera at 200 in good weather and 400 in bad"

"In bad light I don’t go below 400"

"Inside, I start at 400, then go to 800 or more when needed. Outside I start at 100"

"If I tend to get camera shake I increase the ISO till everything is OK"

"In fully automatic mode my camera does this itself"

"I find I use 100 rarely. I prefer to go for a higher ISO to get faster shutter speeds"

So, you can see that the ISO setting is dependent upon the conditions and upon personal preferences. Experiment to find the settings that work best for you.

Eric Hartwell runs the photography resource site http://www.theshutter.co.uk and the associated discussion forums as well as the regular weblog at http://thephotographysite.blogspot.com

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Wednesday, December 19, 2007

The ISO Network Management Model

The rumor on how Disney uses Network Management. When the temperature rises on the park grounds at Disneyland all the prices of the beverage vending machines automatically goes up by 10% to fully capitalize on consumer demand. I believe that is an old Information Technology rumor to explain how network management works... at least I hope it is a rumor.

Why Network Management is important.
More and more organizations depend on their networks. Business’ the depend heavily on the status of their networks must have network management tools as they grow. If a network dependent business such as ebay, Google, Yahoo and many others go down for even a few minutes, they can loose literally hundreds of thousands of dollars in sales and even a small piece of their customer’s confidence which could in turn affect the value of their stock. When every second of network time counts the system must be monitored continuously. The most cost effective way to do this is to use an automated network management tool.

Network Management Standards
The International Organization for Standards (ISO) addresses the five major functional area of the Network Management Model as performance management, accounting management, configuration management, fault management and security management.

Performance Management
Performance management is monitoring, assessing, and adjusting the available bandwidth and network resource usage in order make a network run more efficiently. Performance management is a very important part of the network management model particularly to the business and/or organization that wants to streamline their network's performance. SolarWinds is a great tool for performance management.

Accounting Management
Accounting management monitors and assesses the usage of data and/or resources for the purpose of billing. This aspect of the network management is by Internet Service Providers to bill customers for the resources they use.

Configuration Management
The configuration side of network management is for tracking the hardware and software versions on the network to identify their effects on the network's operation. An example of this is Microsoft’s System Management Server (SMS) which has the capability to monitor, manage and track every piece of software and hardware on a given network.

Fault Management
Fault Management is what most people think of when they think of network management. The purpose of this area of network management is to detect, log and alert the system administrators of problems that might effect the systems operations.

Security Management
Security Management deals with controlling access to resources and even alerting the proper authorities when certain resources are accessed. In the same way that a network manager can be paged or emailed when a resource goes down, network management systems can be used to send messages when certain files, servers or routers is accesses. Intrusion detection systems such as Symantec’s Intruder Alert have this security management capability.

There are many products that support some or even all of these areas of network management. What most network management systems have in common is their use of protocols such as Simple Network Management Protocols (SNMP), SNMPv3, and Common Management Information Protocol (CMIP). There are a variety of Network Management tools ranging from Intuit's Network Management Software to IBM's Tivoli, Fidelia's Helix to AdventNet. Maybe your network management solution does not include a system that increases vending machine prices as the heat rises, but you can definitely find what you need among these and other excellent tools on the market.

References:

Cisco. Network Management Basics. Cisco.com. Feb 2002
http://www.cisco.com/

RFC 1157. Simple Network Management Protocol.
http://www.faqs.org/rfcs/rfc1157.html

Wikipedia. Network Management. Wikipedia.org.
http://en.wikipedia.org/wiki/Network_management

ITPRC. Network Management. Itprc.com
http://www.itprc.com/nms.htm

Robert Elam is a System Security Engineer who works for the U.S. government.

You can find a more detailed version of this and other articles at his blog, http://elamb.org.

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Friday, December 14, 2007

ISO 9001 Okay Now You Have It How Do You Market It?

Marketing ISO 9001 2000.

Lately we've been seeing a lot of press releases from wineries and suppliers touting their ISO certifications. "We've obtained ISO 9001: 2000," they trumpet. Great! But what exactly does that mean?

In simple terms, ISO certification verifies a company's compliance to a set of globally accepted s tandards for quality management and operational systems. The name ISO refers to both the Greek word for equal, and the International Organization for Standardization, a worldwide federation established in 1947 with a mission to facilitate the international exchange of goods and services. More than 90 countries use the ISO standard.

According to Anke Varcin, head of public relations for ISO, the organization's function is to develop the standards that auditors use to evaluate companies seeking certification. "ISO ... does not audit organizations and does not issue certificates attesting to the fact that they conform to ISO standards," Varcin explained. "Certification is carried out independently of ISO by some 750 certification bodies around the world. ISO does not control their activities."

How does ISO determine its standards? "What happens is that the need for a standard is felt by an industry or business sector which communicates the requirement to one of ISO's national members," Varcin said. "The latter then proposes the new work item to ISO as a whole. If accepted, the work item is assigned to an existing technical committee. Proposals may also be made to set up technical committees to cover new scopes of technological activity. In order to use resources most efficiently, ISO only launches the development of new standards for which there is clearly a market requirement."

There are many different types of certification, depending on the company's function and the year in which certification was issued. "Previously, 'ISO 9000-certified' organizations were actually certified to one of the three standards in the 1994 version of the ISO 9000 series: ISO 9001, ISO 9002 and ISO 9003," Varcin said. "The scope of these standards differed, but they were of equal rank." (For more information about the various certifications, visit the ISO Web site: iso.org.)

In 2000, the revised and improved ISO 9001:2000 standard was introduced to replace the 1994 versions. Organizations certified to the 1994 versions were given until Dec. 15, 2003, to upgrade to ISO 9001:2000. Both ISO 9000 and ISO 14000 concern the way a company goes about its work--but not directly the result of this work. However, the way in which a company manages its processes will obviously affect its final product.

So why seek ISO certification? "Deciding to have an independent audit of a management system ... is a decision to be taken on business grounds," Varcin said. Companies may decide to seek ISO certification for any number of reasons, including market requirements, customer preferences or staff motivation. Companies that adhere to ISO standards may benefit from increased demand for their products, more positive customer feedback and a reduction in costs.

On the subject of cost, there is no set price for certification. According to Varcin, it varies depending on such factors as the company's current quality management system, the size and complexity of the organization and the attitude and commitment of the top management.

Setting An Example

If anyone knows how the ISO certification process works, it's Lisa Farrell, director of communications for New York's Canandaigua Wine Company. Two of Canandaigua's wineries--Mission Bell, in Madera, Calif., and New York's Widmer's Wine Cellars--have obtained ISO 9001:2000, and several more of the company's California, New York and Washington wineries are scheduled to follow.

"Canandaigua Wine is making a concerted effort toward standardizing its processes throughout the production environment to gain discipline and sustainability," Farrell explained. "The ISO certification provides us with standard operating procedures, which include valuable communication and system feedback loops among Canandaigua Wine and its customers, employees and managers. It helps us document and control our manufacturing processes to help exceed customer expectations and ensure quality processes within our production environment."

To get the process rolling, Canandaigua worked with Dr. Judy Luchsinger, who consulted with Fetzer during its ISO certification in 1994. With Luchsinger's help, Mission Bell and Widmer's completed the following steps leading to their ISO 9001:2000 certifications.

Applied to approved ISO-certifying bodies and selected Lloyd's Register Quality Assurance for auditing toward certification

Formation of ISO leadership teams at both wineries

Kick-off meetings held with employees at both wineries

Quality manuals created at both wineries

Employee training at both wineries

Audit and certification process, including all areas of production, bottling and distribution, including internal and external audits conducted by an assessor representing Lloyd's Register Quality Assurance.

"After the external audit, the assessor then makes a recommendation for or against certification, which is reviewed by the management team of (the certifying body)," Farrell said. Both Mission Bell and Widmer's were approved after about a year.

"The (certification) standards are challenging to meet," Farrell said. "To pursue them, you must follow standard operating procedures as outlined in your quality manual and have the discipline and focus needed to follow these consistently and in a highly efficient manner. This process demands strong leadership from senior management and a sense of commitment and teamwork among employees at all levels."

Is Getting Certified Worth The Effort?

To get the inside scoop, we asked wine industry suppliers (listed in the W & V Buyer's Guide/Directory) to tell us why their companies took the plunge, and whether or not they're happy with the results. This partial list represents a random sampling.

Supreme Corq, Inc. Kent, Wash.

According to marketing manager Joyce Steers-Greget, Supreme Corq decided to pursue ISO certification "to ensure a consistent, quality product ... to ensure continuing customer satisfaction and effective process controls ... and to receive a globally recognized quality process certification." The company earned ISO 9001:2000 in July of 2002. "Our customers are pleased that we have taken this proactive step ... Some larger wineries or grocers require compliance to quality and food standards to be an approved supplier. As the wine industry becomes more global, ISO certification will likely be necessary to compete in this international arena."

M.A. Silva Corks, USA Santa Rosa, Calif.

"Our supplier in Portugal felt that the market was looking for companies that had that certification, that (it would give them) some sort of competitive advantage. They also felt that it would greatly improve the company's performance and (help it to) operate at a better standard," said company representative Neil Foster. After meeting the requirements for ISO 9001, Foster said, the company's product improved and business increased. "And also new markets opened up for us...and we noticed that we saw increasing business from (existing) customers. It's a positive thing, without a doubt."

Novembal San Francisco, Calif.

Though Novembal itself is not ISO certified, its supplier--TetraPak Plastics in Mexico--obtained ISO 9001:2000 in Nov., 2002. "We (felt) that is was important for our company to adopt a quality system like ISO, because this system permits us to integrate all of the company's processes--human resources, maintenance and management," said TetraPak ISO coordinator Adriana Flores. Since adopting ISO standards, Flores said, her company's clients feel more secure and the company's processes run more smoothly. "The most important improvement is the process standardization."

Scott Laboratories, Inc. Petaluma, Calif.

"In order for our growing company to continually improve we needed a good documented quality management system," said ISO lead auditor Mary Ann Changnon. "Also some of our customers were requiring ISO certification from their vendors." The company's cork and laboratory sectors were awarded ISO 9000:1994 in July of 1999, and all company sectors obtained ISO 9001:2000 in August of 2001. "We use ISO certification as a sales tool. We open our quality system to our customers so they can see our commitment to continually improve both our products and services. We have noticed improvements in many of our products due to improved processes as a result of customer input."

Driso provide ISO 9001 2000 consultancy, auditing, software, and training Services. They also supply Easy ISO 9001 2000® software for initially setting up an ISO 9001 2000 compliant Quality Management System or improving upon an existing one.

To contact Driso Consultancy Services visit the web site below and see what they can do for you and your business. Contact: http://www.driso.co.uk for more details.

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Wednesday, November 28, 2007

Steps to Build ISO 9001 Compliant Program

Implementing an ISO 9001 system represents a major effort. However, all of that effort can represent a significant shift for a business - from quantity to quality. And this could make sure your business gets the desired results.

Shift Policy and Procedures Focus to Performance

Developing, implementing and maintaining your ISO 9001 program can be crucial to the core issues of a business. The focus is designed to help:

• Satisfy customer requirements for compliance

• Increase profits with more contracts

• Save money through efficiency

But to do this you need to put a framework in place that spotlights performance and performance improvement.

Get Management System Support

To effectively build a program and meet the requirements, your organization should carry out a strong process:

• Management Decision and Commitment

• Adequate Training and Evaluation

• Compliance with Appropriate Standards

• Audit and Registration

Once you’ve identified your company’s need for compliance, it is essential for top management to get on board. Management can ensure that quality is documented, demonstrable, effective and maintained.

Quality Systems and Procedures

The appropriate personnel should then review the standards for their industry and work to meet those requirements with organized documentation. Personnel can then develop, implement and maintain a set of quality systems and procedures to satisfy the ISO 9001 requirements.

Operations Training and Well-defined Processes

To build a program and meet the requirements, your organization should begin with effective training for how to create well-defined processes. You will first want to learn how to identify the objectives necessary to deliver top results. And then you will be ready to put those processes to work.

Internal Auditor Training

After you’ve implemented the ISO program, you should monitor and measure the processes against your own objectives. You can build an effective management system that objectively shows what you’re doing right and wrong. To learn how, you can take advantage of an Internal Auditor skills class and learn how to bridge the gap and move toward continual performance improvement.

Improve Business Process Performance

With ISO 9001 compliance you can improve the overall process performance of your business. And this can save money while satisfying your customers and increasing profit.

Chris Anderson is currently the managing director of Bizmanualz, Inc. and co-author of policies and procedures manuals, producing the layout, process design and implementation to increase performance. To learn how to increase your business performance, visit: Bizmanualz, Inc.

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