Calibrating a pressure gauge using an air-operated dead-weight pressure gauge tester for air gauges

Calibrating a pressure gauge using an air-operated dead-weight pressure gauge tester for air gauges INTRODUCTION: Calibrationis the set of operations that establish the relationship between the values of quantities indicated by a measuring instrument and the corresponding values realized by standards. The result of a calibration allows for the determination of corrections to be made with regards to the indicated values. It may also help in determining other metrological properties such as the effect of influence quantities. The results of a calibration are usually documented and referred to as calibration certificate or a calibration report. Necessary adjustments are made to the instrument after calibration so that it always indicates readings corresponding to given values of the quantity measured. When the instrument is made to give a null indication corresponding to a null value of the quantity to be measured, the set of operation is called zero adjustment . The Calibration Process The first thing to consider in calibrating an instrument is its design. In order to be able to cal ibrate an instrument, the design of the instrument has to be capable of measurements that are â€Å"withinengineering tolerance† when used within certain conditions and over a reasonable period of time. The criteria used for assigning tolerance values vary according to regions and according to type of industry. Manufacturers of instruments assign a general measurement tolerance and suggest the calibration interval as well as the optimum environment for use and storage of the instrument. The user of the instrument on the other hand assigns the actual calibration interval, on the instrument’s likely usage level. For example, if a manufacturer states that an instrument needs to be calibrated after usage for 8-12 hours of use 5 days per week is six months, that same instrument in 24/7 usage would generally get a shorter interval. The assignment of calibration intervals can be a formal process based on the results of previous calibrations. Calibration process versus cost G enerally, the process of calibrating an instrument is a difficult and expensive one. As a rule of thumb, the cost for ordinary equipment support is generally about 10% of the purchasing cost of the instrument on a yearly basis. Exotic devices such asscanning electron microscopes,gas chromatographsystems andlaserinterferometerdevices can be even more expensive to calibrate. When the instruments being calibrated are integrated with computers, the integrated computer programs and any calibration corrections are also under control. The calibration paradox Successful calibration has to be consistent and systematic. At the same time, the complexity of some instruments requires that only key functions be identified and calibrated. Under those conditions, a degree of randomness is needed to find unexpected deficiencies. Even the most routine calibration requires a willingness to investigate any unexpected observation. Theoretically, anyone who can read and follow the directions of a calibra tion procedure can perform the work. It is recognizing and dealing with the exceptions that is the most challenging aspect of the work. This is where experience and judgement are called for and where most of the resources are consumed. THEORY Principles of Operation Of Dead Weight Testers Pressure is defined as force per unit area i.e.

The Management of Navistar International Corporation Coursework

The Management of Navistar International Corporation - Coursework Example On the contrary, the MD&A of the Oshkosh Corporation does not contain the justification for the inclusion of the MD&A section of the organization’s annual financial report, rather going directly into giving the information related to the nature of the company and its operations. On the other hand, the MD&A section of the Oshkosh Corporation has provided a section titled general, under which all the operations and the products that the company is involved in producing and availing to the market, both locally and internationally, are explained (Oshkosh Corporation, 32). This is completely different from the organization of the MD&A for Navistar International Corporation, which goes directly into the executive summary section, which focuses on the previous targets and goals that the organization had set, and the achievements that the organization has made in relation to these goals and targets. The other notable point where the MD&A’s for these two organizations differ is in the presentation of the specific financial information associated with the direct benefit of the shareholders. The MD&A of the Oshkosh Corporation provides the information related to the Earnings per Share (EPS) for the financial year ending 2014, by declaring that the earnings per share for its shareholders in the full year of 2014 was $3.61, which was a notable increase in from the initial estimated range of $3.10 to $3.40 per share (Oshkosh Corporation, 32). This represents an increase in the actual EPS for the shareholders by $0.21 per share. The MD&A of the Oshkosh Corporation has also provided information related to the reinstated dividends to the shareholders, as well as the great milestone made by the company which managed to repurchase 8.3 million shares of Common Stock that served to increase the earning per share for the shareholders of this organization by $0.15 in 2014.

Prioritizing the IT Project Portfolio Essay Example | Topics and Well Written Essays - 1000 words

Prioritizing the IT Project Portfolio - Essay Example As such, re-evaluation is recommended. In addition to the external cutting edge technologies, the top management peruses a variety of processes to access the most appropriate project to be funded. For example, a company with well establihsed information technology infrustructure can consider building a facility from scratch or develop a unique product. The implementation and installation of support product willdefinately be outsourced. The decision to settle on such a project can be seen to be simple. However, there are other factors such as the management of project execution via costs, resources, milestones and schedules which must be in-check to ensure the success of the project. The management also faces the challenges related to supply chain oversight to make sure that materials, resources and equipments are availed on time whenever needed. The major concern is, "will the organization’s top management be able to integrate the project management processes with their portfo lio to attain both business value and project profitability?† A corporate intranet project priority portfolio Background Most organizations depend on the chief information officers to process the collected data and present it in a form that can be understood. They are also expected to spearhead innovation that solves the challenges faced by the organization. The chief information officers in turn, respond by suggesting a corporate intranet. This is a platform that ensures the organization’s prized assets are safeguarded, improve process work flow and link the employees (Sauter, 2010) Critical analysis of the exising literature and continous studies by Baum (2011) revelaed that the assumption that both business objective and employees requirements can be met in one-size-fits-all project is not realistic. The management always thinks that the project idea is noble. A single univeral project that provides a blueprint of the organization is enough. Sincerely speaking, this is imposible. The context of the chosen project can have relevant content for majority of employees but not all. The users are forced to mentally filter the project non functiona contents (Power, 2008). Some CEO creates a communication platform that is one-way. Ideally, it excludes the users’ efforts to approving and publishing their content. People are gravitated away from the project because of such restrictions. When developing a project, developers ignore the feedbacks from the users. The corporate project deployment process is always delayed untill all the requirments for various departmenrts are captured. This does not work very well. Doing an IT project in a modular or in phases does not imply that the business is not big enough. It enables one to integrate all the user functional and non functional requirments. The users are more comfortable when the responsibility of managing their user account and login credentials is left in their hands. The idea of forcing the use rs to login to the intranet is not well taken by the users. This is bacause they already have too much login credentails such as ticketin g tracking, ERP system login credentails and the organization’s CRM (Marven, 2010). The idea of login in is viewed by the IT department as a way of enhancing security but the users have an