Industrial Revolution In Great Britain Essay Example for Free

Industrial Revolution In Great Britain Essay The Industrial Revolution touched all over the world with an unprecedented degree bringing their economic, social, political and cultural spheres in its domain. Started in England in 18th and 19th century, it brought a complete change to the economy of England transferring it from agrarian to Industrial Economy. All the important centers were flourishing with the Mills and factories, and whole of England hummed with the rattle of looms and the boom of weaving machines. It was a period of intellectual thoughts and scientific innovations. Science once a sealed book saved to an elect few was democratized, and more and more scientific enthusiasts dedicated themselves to the popularization of scientific works like Darwin’s origin of species. The man of science was no longer an academic recluse, but a social figure exercising a deep and profound influence on the social and educational life of the age. Industrial revolution also swept with its broom of scientific inventions, the old conventions of the England, European and American Society. As Harold Perkin said, â€Å"the Industrial Revolution was no mere sequence of changes in industrial techniques and production, but a social revolution with social causes as well as profound social effects. †1 According to an Economic historian, â€Å"In 1960 it was England which first brought into effect, â€Å"The takeoff into self-sustained growth. 2 Till the end of the nineteenth century England was the Workshop of the World, and after that Germany, Japan and United States took over. Over and above Industrial Revolution also reflected the capacity of man to overcome nature. 1. The History Guide: Lectures on Modern European Intellectual History, The Origins of the Industrial Revolution in England, Last Revised: October 11, 2006 Retrieved 23 April 2007 http://www. historyguide. org/intellect/lecture17a. html 2. ibid. In 17th century Father of Modern Science, Francis Bacon (1561-1626) even said that natural philosophy which is called as Science could be applied to solve all the practical problems faced by man. He raised the question how the man could attain perfect freedom if he had to labour to supply the necessities of existence and the answer was obviously, with the help of machines. These devices could free the mankind from excessive pressures of labour, which could be utilized in some other useful and productive purpose. 1 In 1745, Benjamin Franklin’s Fluid theory was a scientific revolution which led to the birth of the Industrial Revolution in the late 1700s. This Fluid theory was also called as Franklins theory of the Matter of Electricity and of Heat. After that there were spurt of inventions that led the world to take the shape where we are sitting now. 2 When the Industrial revolution was at its adolescent stage, the important source of power that was commonly used was coal followed by Iron and Steam. They were predominantly in use by brewing, metalworking, and glass and ceramics industries. The English industrialist Abraham Darby used high-carbon, which was converted form of coal and produced iron from iron ore. This coke became a good substitute of charcoal and the Metal makers used coal and coke abundantly to produce raw iron, bar iron, and other metals. 3 The invention of Steam engine to pump water was the greatest invention ever, which was first invented by an English engineer Thomas Savery in 1689 to pump water from mines. In 1712 Thomas Newcomen invented its improvised version. 4 1. The History Guide: Lectures on Modern European Intellectual History, The Origins of the Industrial Revolution in England, Last Revised: October 11, 2006 Retrieved 23 April 2007 http://www. historyguide. org/intellect/lecture17a. html 2. Microsoft ® Encarta ® Online Encyclopedia 2007, Industrial Revolution, Retrieved 23 April 2007 http://encarta. msn. com/encyclopedia_761577952_5/Industrial_Revolution. html#howtocite 3. Edward Lewis, â€Å"Introductory Essay: Is It Possible to Predict Scientific and Economic Development? † The Periodic Production of Rationalized Phenomena and the Past Periodic Depressions, April 16, 1999 Retrieved 23 April 2007 http://cust38. metawerx. com. au/rusart. html 4. Microsoft ® Encarta ® Online Encyclopedia 2007, Industrial Revolution, Retrieved 23 April 2007 http://encarta. msn. com/encyclopedia_761577952_5/Industrial_Revolution. html#howtocite James Watt, a Scottish engineer formed an engineering partnership with manufacturer Matthew Boulton in 1775, which was a major step in Industrial Revolution and proved as creative technical center for British economy. 1 The Industrial Revolution also owes much to the development of Textile Industry. In 1733, John Kay invented a flying shuttle, which mechanized the process of weaving. By 1770, British inventor and industrialist James Hargreaves invented the spinning jenny, which spines large number of threads at once, and Richard Arkwright invented water-powered spinning machine, which allowed single spinner to develop various strands of yarn at one go. Slowly and slowly machines run by water or steam filled large, new mills and factories. The results of these inventions were the increase in the output of goods per worker. Now a single spinner or weaver can churn out the volumes of yarn or cloth as compared to earlier workers. This achievement of Man was a milestone in the human history. 2 Industrial revolution was started in Wales in the second half of the 18th century, but as it was predominantly an agrarian economy, there was very little progress. Around 1811 the inhabitants of 79 out of the 8,800 villages of Wales were still dependent on the agriculture. Slowly and slowly, during the reign of Elizabeth 1 Industries started began to sprung up for e. g. Iron making in Pontypool and Bersham, lead and silver mining in Flintshire and Cardiganshire, copper smelting in Neath and Swansea and coalmining in west Glamorgan and lintshire and changed the whole economy of Wales. With the adoption of crop rotation, the use of lime, the enclosure of wasteland and the development of proto-industrial production, especially in the woolen industry, there was significant progress. And as soon as 18th century approached there were 19 metalworks at Holywell, 14 potteries at Buckley, cotton mills at Holywell and Mold, lead and coalmines at Bersham saw the dawn of the new era. 3 1. Microsoft ® Encarta ® Online Encyclopedia 2007, Industrial Revolution, Retrieved 23 April 2007 http://encarta. msn. com/encyclopedia_761577952_5/Industrial_Revolution. html#howtocite 2. Microsoft ® Encarta ® Online Encyclopedia 2007, ibid. 3. bbc. co. uk, Wales History, Retrieved 23 April 2007, http://www. bbc. co. uk/wales/history/sites/nation/pages/industrial_revolution01. shtml Corts puddling process, which was invented in Wales in 1784, was responsible for the increase in the rate of iron production and became so popular in Wales that it came to be known as the Welsh method. Bersham also invented cylinders, which were predominantly used in Watts engines and the ironworks being carried out in South Wales. In Wales only the first experiment of Locomotion was conducted and also supplied fuel for steam engines. 1 The new era of railways started in Wales only with Richard Trevithick, a Cornish engineer, who on 21st February 1804, ran a steam engine from Merthyr Tydfil to Abercynon. This train pulled 10 tons of iron and seventy passengers who jumped on it to take their first ride in the World, 2 later it was embraced by George Stephenson who was an engineer in the mining industry. He started the steam engines that pulled wagons up from the pit face. After this development he built a locomotive in 1814. George Stephenson was also appointed as a chief engineer of first railways between Stockton and Darlington. He later manufactured the famous Rocket, between Manchester to Liverpool line in 1830. 3 Though this Industrial revolution brought material advancement and Industrial progress yet spread the social unrest and economic distress. On one hand it created the privilege class of capitalists and mill owners but also brought in its wake the semi starved and ill class of labourers. As and as there were increase in Factories the people were shifting towards cities and towns. The cities increased to more than 20,000 and of Wales increased from 12 in 1800 to 200 at the end of the century. 4 1. bbc. co. uk, Wales History, Retrieved 23 April 2007, http://www. bbc. co. uk/wales/history/sites/nation/pages/industrial_revolution02. shtml 2. Wisdom and walks in the valleys of Southwales, Heroes of the Industrial Revolution, Retrieved 23 April 2007 http://www. wisdomandwalks. co. uk/products. asp? ProductID=1 3. SchoolsHistory. org. uk, Inventions that fuelled the Industrial Revolution Retrieved 23 April 2007 http://www. schoolshistory. org. uk/IndustrialRevolution/inventions. htm 4 David E. Newton, â€Å"Industrial Revolution-Effects Of The Industrial Revolution† Science Encyclopedia Vol. 3 Retrieved 23 April 2007 http://science. jrank. org/pages/3574/Industrial-Revolution-Effects-Industrial-Revolution. html This abject suffering, which labor class had to go through was an edible proof of the fact that Industrial Revolution was more of a curse than a boon. The whole landscape of Wales gave a look of devastated â€Å"Waste Land† with coal -mines, factories and mills churning out steams reducing the beauty of the nature to the elbow edge. The safety devices were very meager causing deaths and accidents. There were every year 43,000 cases of widow hood, and 112,000 cases of destitute orphanage in England and Wales alone. 1 With all this the growing importance of masses and the large number of Factory hands gave a spurt to the Reform Bills in the form of Factory Acts to give some relief to the children and women. 2 The Industrial revolution also opened the doors for women now finding their place in textile Industries, work shops and even in coal mines. In Wales the population in the quarrying sector became three times more. 3 Group of Non-conformist quarrymen constructed a chapel in their working area which they called by the name of Bethesda and it went on increasing with the population of 8,291 in 1881 in the Parish of Llanllechid compared to 1332 in 1801. 4 The living standard of the people had also considerably changed and they were living in either cottagers, or stone strewn slopes, such as Cilgwyn, or living in terraced houses, such as in Bethesda or Blaenau Ffestiniog. Only few had gardens and pigsty at the other end of the house. The wages of workers varied between 8d (3? p) to 1/- (5p) per day and the copper miners at Mynydd Parys were getting from 1/- to 1/8 per day. 5 1. Everything 2, The Industrial Revolution: Blessing or curse for the working class? Retrieved 23 April, 2007 http://everything2. com/index. pl? node_id=983010 2. Industrial Revolution, Retrieved 23 April, 2007 http://www. fatbadgers. co. uk/Britain/revolution. htm 3. SchoolsHistory. org. uk, Working Conditions in the Industrial Revolution Retrieved 23 April 2007 http://www. schoolshistory. org. uk/IndustrialRevolution/workingconditions. htm 4. Women in History World, The Plight of Womens Work in the EarlyIndustrial Revolution in England and Wales Retrieved 23 April , 2007 http://www. womeninworldhistory. com/lesson7. html 5. Slatesite, The History of Quarrying The Industrial Revolution, Retrieved 23 April, 2007 http://www. llechicymru. info/IHistindRev. english. htm Both the Industrial Revolution and Scientific advancement brought a complex society with social problems on one hand and democratic consciousness on the other. There was a conflict between aristocracy and plutocracy as well as democracy and socialism. The last vestige of personal government and divine rights of rulers vanished and the House of Commons became the ruling power.WORKS CITED 1. bbc. co. uk, Wales History, Retrieved 23 April 2007 http://www. bbc. co. uk/wales/history/sites/nation/pages/industrial_revolution01. shtml 2 Everything 2, The Industrial Revolution: Blessing or curse for the working class? Retrieved 23 April, 2007 http://everything2. com/index. pl? node_id=983010 3. Industrial Revolution, Retrieved 23 April, 2007 http://www. fatbadgers. co. uk/Britain/revolution. htm 4. Lewis Edward, â€Å"Introductory Essay: Is It Possible to Predict Scientific and Economic Development? † The Periodic Production of Rationalized Phenomena and the Past Periodic Depressions, April 16, 1999 Retrieved 23 April 2007 http://cust38. metawerx. com. au/rusart. html 5. Microsoft ® Encarta ® Online Encyclopedia 2007, Industrial Revolution, Retrieved 23 April 2007 http://encarta. msn. com/encyclopedia_761577952_5/Industrial_Revolution. html#howtocite 6. Newton E. David, â€Å"Industrial Revolution-Effects Of The Industrial Revolution† Science Encyclopedia Vol. 3, Retrieved 23 April 2007 http://science. jrank. org/pages/3574/Industrial-Revolution-Effects-Industrial- Revolution. html 7. Slatesite, The History of Quarrying The Industrial Revolution, Retrieved 23 April, 2007 http://www. llechicymru. info/IHistindRev. english. htm 8. SchoolsHistory. org. uk, Working Conditions in the Industrial Revolution Retrieved 23 April 2007 http://www. schoolshistory. org. uk/IndustrialRevolution/workingconditions. htm 9. SchoolsHistory. org. uk, Inventions that fuelled the Industrial Revolution Retrieved 23 April 2007 http://www. schoolshistory. org. uk/IndustrialRevolution/inventions. htm 10. The History Guide: Lectures on Modern European Intellectual History, The Origins of the Industrial Revolution in England, Last Revised: October 11, 2006 Retrieved 23 April 2007 http://www. historyguide. org/intellect/lecture17a. html 11. Wisdom and walks in the valleys of Southwales, Heroes of the Industrial Revolution, Retrieved 23 April 2007 http://www. wisdomandwalks. co. uk/products. asp? ProductID=1 12. Women in History World, The Plight of Womens Work in the EarlyIndustrial Revolution in England and Wales Retrieved 23 April, 2007 http://www. womeninworldhistory. com/lesson7. html

Why in the world do we need derivative :: essays research papers

Why in the World we Need Derivatives Many years ago humans discovered that with the use of mathematical calculations many things can be calculated in the world and even the universe. Mathematics consists of many different operations. The most important that is used by mathematicians, scientists and engineers is the derivative. Derivatives can help make calculations of anything with respect to another event or thing. Derivatives are mostly common when used with respect to time. This is a very important tool in this revolutionary world. With derivatives we can calculate the rate of change of anything with respect to time. This way we can have a sort of knowledge of upcoming events, and the different behaviors events can present. For example the population growth can be estimated applying derivatives. Not only population growth, but for example when dealing with plagues there can be certain control. An other example can be with diseases, taking all this events together a conclusion can be made.   Ã‚  Ã‚  Ã‚  Ã‚   The population of the world is growing extremely fast. Eventually there is going to be overpopulation and resources are going to run out if something is not done. We know earth is overpopulated and that a control over population can be made or at least something can be done so there is not a catastrophe. Population growth can be determined using exponentials which directly relate to derivatives. This is a tool that can be very helpful for anthropologist and sociologists in the world (which have nothing to do with mathematics). Not only to know population numbers in ten or twenty years but to have control over other things. For example will there be enough food for five billion people in the world, will there be enough mineral supply for five billion people in the world or will there be enough fuel supply for five billion people in the world. Many of those types of investigations can be determined with the application of derivatives. The world population is growing extremely fast, and our natural resources are been consumed even faster, this study using exponentials and its graphs gives us an idea of what must be done to prevent a disaster. Around this fact of overpopulation and running out of natural resources many things have been created. Indirectly derivatives have caused all this and in some way it is very useful and important. For example birth control methods are a consequence of this.

Religious teaching Essay

‘Religious teachings offer the only sound basis for moral reasoning.’ Critically examine arguments for and against this opinion. Morality is the knowledge and practice of what is moral, which may, according to your personal view be instinctive, be associated with religion and culture, or be acquired by reasoning. Most, if not all religions have a ‘human moral code’, which follows God’s will. Religious people will consult their religious text, whether it is the Bible, Qur’an or Torah ect, when making a moral decision. Very often these religious texts will lay out a set of rules or guide lines. In Christianity it is the 10 Commandments, in Buddhism it is the 8 Fold Path. Although these ‘rules’ do provide a good moral base, if taken to their logical conclusion they are objective and absolute, leaving no room for the flexibility needed in today’s society. This is taking a Deontological approach; this is when a person has a set of rules that they consider to be absolutely right. They abide by these rules, as they are more important than the effect or outcome. We can use the example of abortion and the 10 Commandments. These religious laws state that ‘Thou shalt not kill’. If taken absolutely this means that abortion is wrong no matter what the circumstances are, even if the child will be born severely disabled or will be born into extreme poverty. For many people moral values are relative to a specific society, time and circumstances, and their moral view can change through changed circumstances, needs, beliefs and knowledge. This flexibility is known as relativism and is the opposite of absolute. This is also known as taking a Consequential approach, when a person looks to the outcome, and decides how to act to achieve that result. They have in mind the aim and believe that actions can be deemed moral if they achieve that aim – the end justifies the means. Because of this many individuals often experience conflict in making moral decisions because they have no absolute code of what is right or wrong. There are several different methods subjective morality: Utilitarianism is the view that you decide whether an action is right or wrong by looking at the consequences, and you should choose they action that will produce the most happiness/least-suffering to the greatest number of people. If we consider whether abortion is right or wrong using the utilitarianism view we would have to say that it depends on the individual situation, and whether the baby would be born healthily or not, and whether the baby would be loved, and the number of people affected by the pregnancy, amongst other things. Natural Law states that morality should use the ‘natural’ form of behaviour, and that humans and society should follow this ‘natural law’. Therefore anything that is deemed as ‘un-natural’ is wrong. This means that in the case of abortion it is always wrong, as pregnancy is a natural occurrence and it should not be ended un-naturally. Social contract theory claims that laws and morals are a human invention upon which we agree to make life better for ourselves. When making a moral decision a person would have to consider the impact upon society and people’s freedom, amongst other things. Once again considering the case of abortion, a person using social contract theory, would consider the effect having a baby would have on their lives, the lives of people around them, and how the life of the bay would be once it is born. I conclude by saying that I think that religious teachings do not offer the only sound basis for moral reasoning. I feel that the individual situation also needs to be considered when making a moral decision as every case has different circumstances. I also feel that although the religious laws do give a good, sound basis for morality the objective and absolute rules stated by religion do not leave room for the flexibility needed in today’s society.

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Essay on Unemployment Cause and Effect - 705 Words

Unemployment – Causes I am going to offer my theory as to the real cause of unemployment, for every cause there is an effect. The process of cause and effect. It’s hard to live a normal healthy life without a job and money. There are many reasons why people are unemployed, but in turn this state of unemployment can cause one to experience financial, emotional, and personal problems. The most common causes of unemployment are getting fired and laid off for specific reasons. People might get laid off if a company is going out of business or maybe if there are positions in the company that are no longer needed. It’s difficult to find a job right away after being fired. Companies don’t want to hire someone who†¦show more content†¦If someone gets into a car accident and gets physically injured long-term or becomes disabled, it becomes difficult to do many types of job. In the setup of a modern market economy, there are many factors, which contribute to unemployment. Causes of unemployment are varied and it may be due to the following factors: * Rapid changes in technology * Recessions * Inflation * Disability * Undulating business cycles * Changes in tastes as well as alterations in the climatic conditions. This may in turn lead to decline in demand for certain services as well as products. * Attitude towards employers * Willingness to work * Perception of employees * Employee values * Discriminating factors in the place of work (may include discrimination on the basis of age, class, ethnicity, color and race). * Ability to look for employment Unemployment at any given point of time may be either due to one of the factors mentioned above or a combination of several factors. It has also been observed that if the labor market in the economy does not work in an optimum manner, it leads to unemployment. There are other factors, which point at the tempo of an economic activity in a region. Household Survey Data: The number of unemployed persons, at 14.0 million, was essentially unchanged in September, and the Unemployment rate was 9.1 percent. SinceShow MoreRelatedCauses And Effects Of Unemployment1611 Words   |  7 Pagesï » ¿ Causes and Effects of Unemployment Travis Epling Strayer University ENG 105 Jeanette Trammel 9/14/14 Causes and Effects of Unemployment There are many reasons for unemployment in the United States and around the world. Some of these causes are created by the individual and others are out of their control. No matter what the cause for unemployment, it has a devastating effect on the individual, family, and economy. Unemployment defined by the Encyclopedia Britannica is the conditionRead MoreCauses and Effects of Unemployment2314 Words   |  10 PagesCauses and Effects of Unemployment Unemployment defined by the Encyclopedia Britannica is the condition of one who is capable of working, actively seeking work, but is unable to find any work. 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Technology-Mediated Negotiation - 1163 Words

Technology-Mediated Negotiation Negotiations occur on a daily basis for a countless number of reasons. People often negotiate without even realizing that they are doing it. â€Å"Anytime people cannot achieve their goals without the cooperation of others, they are negotiating† (Thompson, Wang, Gunia, 2009). Something as simple as deciding what movie to watch, who is going to pay for dinner, or sometimes even just choosing which clothes to wear for the day are perfect examples of these unnoticed negotiations. However, just because some negotiations go unnoticed does not mean that negotiating is a simple thing to do. Successful negotiation takes conscious effort on both parties to be willing to reach a compromise when neither party may be willing to do so. A study published in the International Journal of Conflict Management defines negotiation as â€Å"a common form of social interaction in which two or more people attempt to make a joint decision about one or more issues in which they are directly interest ed† (Purdy Nye 2000). This paper will attempt to take a closer look at the technology that is used on a daily basis to communicate, the negotiation process itself, and the differences between computer-mediated negotiations and face-to-face negotiations. It goes without saying that the development of technology is one of the human race’s greatest achievements. Mankind has been particularly prosperous in the development of its communication technology. It seems as though nearlyShow MoreRelatedPositive and Negative Effects of Technology on Communication Essay1391 Words   |  6 PagesTechnology today has a myriad of gadgets and tools to facilitate communication and this has transformed the way people communicate with each other. 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Dell Supply Chain Management Free Essays

Research Publication Date: 12 November 2010 ID Number: G00208603 Case Study for Supply Chain Leaders: Dell’s Transformative Journey Through Supply Chain Segmentation Matthew Davis Faced with ever-changing customer needs, product commoditization, unique global requirements and new, low-cost competitors, Dell embarked on a three-year journey to segment its supply chain response capabilities. The company designed its supply chains based on a mix of cost optimization, delivery speed and product choices that customers value, while aligning internally across all functions to execute against this vision. Key Findings Dell’s market and business strategies changed, requiring the company to move from a single supply chain to a customer segmentation supply chain approach. We will write a custom essay sample on Dell Supply Chain Management or any similar topic only for you Order Now A unified, cross-functional business strategy with collaborative, decision-making processes across sales, marketing, product design, finance and supply chain is essential for segmentation. Segmentation is enabled by a cost-to-serve (CTS) methodology to dynamically allocate costs to business decisions, highlight net profitability and drive the right actions for each supply chain. Supply chain segmentation is a multiyear journey enabled by the development and alignment of organizational skills to the needs of the journey’s different phases. Recommendations Start with segmentation of your company’s customers and channels to understand the different demand rhythms and cycles. Focus on decreasing the time required to sense or shape changes to end-customer demand. Begin the design of your supply chain portfolio by isolating and quantifying costs of an end-to-end supply chain that optimizes for operational efficiency. Repeat this analysis for supply chains that require different supply chain responses (for example, agility rather than efficiency). Use a clear set of goals to align cross-functional metrics and incentives to your portfolio in order to drive the right business decisions for each supply chain.  © 2010 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner’s prior written permission. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. 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For further information on the independence and integrity of Gartner research, see â€Å"Guiding Principles on Independence and Objectivity† on its website, http://www. gartner. om/technology/about/ombudsman/omb_guide2. jsp Refine and govern your supply chain portfolio continually by establishing crossfunctional review processes between sales, marketing, product design, finance and supply chain. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 2 of 11 WHAT YOU NEED TO KNOW Dell revolutionized supply chain management with its direct model, configure-to-order (CTO) manufacturing, just-in-time inventory model and impressive cash-to-cash conversion cycle. The company has been a staple in the top five of the AMR Supply Chain Top 25 every year since it started in 2004. But demand for commoditized products, changes in customer channel preferences, emerging market growth, component cost declines, a more capable supply base and globalization have challenged the singular supply chain. In this case study, Gartner examines Dell’s period of transformative change as it segmented customer requirements to create a portfolio of supply chain capabilities that provided multiple offerings focused on cost efficiency, speed to customers, choice of features and personalization and/or services. We follow the journey from the perspective of key leaders within Dell’s supply chain transformation: Annette Clayton, VP of global operations and supply chain; Jennifer Loveland, disruptive strategy senior manager; Perry Noakes, director of global business excellence and lean; and Bruce Raven, global supply chain optimization senior manager. CASE STUDY Introduction Dell responded to changes in the market by determining how different segments of customers derive value from its products and services. The company’s analytics showed customer demand had become quite complex. The B2B market demands predictability, speed, customization, services and precision delivery. Consumers want multiple channel options, the ability to personalize for niche products, low-price options and devices that deliver content. This complexity will only increase as content and virtualization begin to drive the market. To address these issues, Dell segmented its supply chain as part of a multiyear transformation (see Figure 1). Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 3 of 11 Figure 1. Dell Supply Chain Evolution Source: Dell (November 2010) Historically, Dell was organized by products and/or region. As part of globalization, the company aligned organizations to customer value consistently across regions. In 2008, it began to leverage its partner network of suppliers where capability, quality performance and cost had improved. Dell would retain its in-house network where strategic differentiation was valued by customers and provided a competitive advantage. This work was a precursor for and an enabler of supply chain segmentation. In this research, we review the â€Å"Customer Value — Segmented Supply Chain† portion of Dell’s transformation. The Challenge Dell had three main challenges to solve in end-to-end segmentation: Long-term demand sensing to continually refine its portfolio — Dell’s direct model provided extensive customer insights, with over two billion online customer visits per year. But the company also had to figure out how to predict where the market was headed, define a three-year outlook of customer needs and support multiple global customer groups. Supply chain design for a new environment — It had to address a changing business strategy, product commoditization and proliferation, emerging markets, global supply networks and multichannel sales and fulfillment. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 4 of 11 Complexity reduction — Dell had to carve out an end-to-end, â€Å"low-cost† supply chain focused on efficiency, while maintaining its responsive heritage provided by its CTO capability. This required simplification of product designs, configuration management and planning processes. Approach The transformation moved through six different phases, resulting in a governance process focused on continued improvement and portfolio evolution: Identify Customer Values Dell used historical customer knowledge from contracts, survey results, business intelligence (BI) data and platform sales to begin its customer-centric view of value. To provide a robust, outsidein perspective, Dell invested in resources to complete detailed configuration profitability analysis, targeted surveys and external marketing insights from multiple industries. Understand Dell’s Strengths As Mr. Raven stated, â€Å"We had to figure out what we needed to change and what we needed to retain based on what customers value. We were trying to identify what skills would be most important for long-term supply chain excellence. † The company identified the following core competencies: deep customer relationships, supply chain agility and a lean culture that continually improved and automated processes. Understand the External Environment An external perspective was provided through partnerships with Dr. David Simchi-Levi (then professor of engineering systems at Massachusetts Institute of Technology), Dr. John Gattorna (then a visiting professor at Cranfield School of Management), cross-industry leaders and various consulting firms. According to Ms. Clayton, â€Å"The perspective of looking outside in is extremely important. We learn from who we believe is doing things best from a variety of industries. † Dell’s competitive analysis focused on price points by configuration, new market entrants, such as tablets and smartphones, emerging market requirements and supply chain services. Chart Clear Course and Benefit With a good understanding of customer requirements and the direction of the market, Dell began to design the new supply chain portfolio. It started by defining the supply chain extremes of agility and efficiency (see Figure 2). Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 5 of 11 Figure 2. Chart a Clear Course: Align Product Strategy to Customer Values Source: Dell and Dr. David Simchi-Levi (November 2010) This basic framework was the first step in creating a range of supply chain capabilities. The key was to define the right number of supply chains to fill the gap between most efficient and most agile. Dell went through an extensive exercise to complete this analysis. The company defined 18 potential options, and then simplified to six supply chains. The final result was a portfolio based on a mix of configurations predetermined by Dell and products configurable by customers, paired with â€Å"need it now,† planned and flexible delivery cycle times. Dell also aligned the warranty and services processes to its new portfolio for complete, end-to-end customer solutions. Engage the Entire Organization Segmentation of Dell’s supply chain required extensive cross-functional collaboration: IT transformation had to occur in tandem with supply chain transformation, supply chain had to work with finance to enable a CTS methodology and process, and supply chain capability had to be fully integrated with product design throughout the development cycle. Plus, aligning the go-tomarket plans with sales and marketing was essential to driving the desired demand patterns. Continue to Govern and Refine Portfolio The result of Dell’s customer channel and supply chain segmentation was the creation of an endto-end model in which multiple capabilities can be arranged in unique configurations to satisfy specific customer requirements (see Figure 3): Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 6 of 11 Figure 3. Engage the Entire Organization: Transformation Is End to End Source: Dell (November 2010) Dell used the â€Å"voice of the customer† value chain to identify the range of capabilities it would need in different functions. The different combinations of these capabilities is what creates the unique supply chain offerings. The company created a standard process to introduce new supply chain requirements. It has a dedicated center of excellence (COE) that intakes requirements from sales, marketing and operations, evaluates the customer benefit and business strategy, and then enables the right changes within product development and supply chain design. Critical to this effort is continuous improvement that utilizes lean methodologies to maintain a focus on what the customers value and conducts benchmarking to provide an outside-in perspective. Results Dell’s transformation yielded both financial and qualitative gains: Stronger connection to customers — In Ms. Clayton’s words, â€Å"We knew we had to leverage supplier capability and scale, but still control the things that are most important to the customer. We redeployed our resources focused on controlling imaging, delivery and parts of design. We enable best value solutions †¦ giving the customer the exact value they want. † Complexity reduction — Product options had become too complex. In response, Dell reduced configuration complexity in line with customer requirements. As Mr. Noakes stated, â€Å"Product offerings had exceeded customer requirements and were adding unnecessary cost and responsiveness waste in the supply chain. † Improved internal collaboration — Identifying and managing functional interdependencies have driven collaboration across product design, supply chain, marketing, sales and finance. Dell also simplified interactions by centralizing global operations, while aligning to customer verticals. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 7 of 11 Cost reduction — â€Å"We have realized approximately $1. 5 billion of operational cost reductions between 2008 and 2010. This transformation was a critical factor in that reduction,† said Ms. Clayton. Key drivers in this improvement were leveraging supplier capability and scale, building out new capabilities for the customer, simplified design and reductions in complexity. Improved forecast accuracy — The reduction in complexity and better connection to demand resulted in a three-times increase in forecast accuracy at the product, platform and configuration levels. Critical Success Factors Dell identified four critical success factors: Start with customer value — Historically, customers were segmented by verticals (e. g. , consumer, corporate, government and small business) as well as regions and size. Dell had to look across an aggregated view of these existing groupings to identify shared values relating to product features and supply chain capabilities. A global view was critical to this process. As Mr. Noakes stated, â€Å"[Our] growth markets are not in traditional regions. We need to adjust our model to the new requirements. † A unified, end-to-end business strategy — The Dell team stated this effort was â€Å"truly a corporatewide transformation. † Key to this was the ability to clearly articulate the need for change, the vision and the role of different organizations. To support this communication, several leaders started an internal blog to keep people up to date. Executive sponsorship — The segmentation strategy and potential benefits were shared with the entire executive leadership team to drive cross-functional alignment. Vice Chairman Jeff Clarke was the sponsor of the effort throughout design and implementation. Ms. Clayton added, â€Å"We conduct a weekly, cross-functional executive production governance [meeting] where we spend two-thirds of our time on the future quarters and one-third of our time on how our current quarter plan is being executed. Our planning has become much more unified and strategic. † Dedicated COE — Dell identified 12 key work streams. Each has a VP sponsor, with small teams coordinating and program-managing the change. The company also integrated lean techniques to look across work streams, with four to five value streams to ensure the customer needs were being met by the proposed changes. Lessons Learned According to Mr. Noakes, â€Å"Dell’s industry-leading supply chain history has given us the skills to be agile and flexible. It’s this history that provides the framework and skills to reach the next levels of success and supply chain leadership. † Five lessons are critical for this evolution: Implementation of Supply Chain Segmentation Is a Journey Dell recognized that the scope of this change would require a multiyear plan and investment. The company set short-term goals to show traction against the overall plan. A key component of the strategy was to pilot capabilities manually, while designing the automated, scalable solution in parallel. This allowed quick wins to build momentum and mitigated risk during the transformation. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 8 of 11 Different Skills Needed Throughout the Journey Dell had to adapt the following COE skills: Phase 1: vision/design — The skills required are an outside-in perspective focused on customers, knowledge of market and other industries, end-to-end supply chain design and business acumen. Phase 2: change management — The skills required are process design, lean/Six Sigma expertise, data analytics, systems optimization, process automation, program management, organizational influence and communication. Phase 3: orchestrating the ecosystem — Phase 3 denotes a continuously evolving organization focused on translating customer eeds to supply chain capabilities by coordinating and influencing internal and external partners. Cross-Functional Participation Very Necessary Communication across organizations can be difficult, so messages must be tailored to each group. As Ms. Loveland stated, â€Å"The broader the span of communications, the more simplified the message needs to be. † For example, Figure 3, which mapped the portfolio, was simplified when shared across functions (see Figure 4). Figure 4. Engage the Entire Organization: Target Messages by Organization Source: Dell (November 2010) To ensure long-term, cross-functional collaboration, Dell integrated supply chain design into existing product design processes and created a phase-gate review process to standardize future changes to the supply chain. â€Å"Phased releases drive step-function improvements, rather than constant adjustments,† said Ms. Clayton. Finally, metrics across all functions were aligned to the goals of the supply chain portfolio. Transparency of Data Essential Dynamic visibility to customer requirements, demand, cost, materials, forecasts, product road maps, revenue mix and multiple views to margin are required to drive the right decisions. Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 9 of 11 A Balanced Scorecard With Clear Accountability Required Ms. Clayton said, â€Å"We are now able to better balance customer metrics with operational metrics. We’re aligned to customer value. For example, we can even provide better ‘green’ solutions for customers by balancing logistics nodes with cycle times to take advantage of low-carbon transportation and packaging methodology. The key for Dell is that end-to-end segmentation is an ongoing, evolving journey. Optimization is never done, but rather continuously realigned to changing customer values. RECOMMENDED READING â€Å"Supply Chain Segmentation on the Increase, With High Tech Leading the Pack† â€Å"Supply Chain Strategy for High-Tech Manufacturers: The Handbook for Becoming Demand Driven† â€Å"Supply Chain Segmentation Helps Plexus Evolve From Contract Manu facturer to Product Realization Partner† â€Å"Top Supply Chain Planning Processes† â€Å"Key Issues for Cross-Industry Supply Chain Leaders, 2010† Publication Date: 12 November 2010/ID Number: G00208603  © 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Page 10 of 11 REGIONAL HEADQUARTERS Corporate Headquarters 56 Top Gallant Road Stamford, CT 06902-7700 U. S. A. +1 203 964 0096 European Headquarters Tamesis The Glanty Egham Surrey, TW20 9AW UNITED KINGDOM +44 1784 431611 Asia/Pacific Headquarters Gartner Australasia Pty. Ltd. Level 9, 141 Walker Street North Sydney New South Wales 2060 AUSTRALIA +61 2 9459 4600 Japan Headquarters Gartner Japan Ltd. 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