Module 9 Non-conventional machining Version 2 ME‚ IIT Kharagpur Lesson 36 Ultrasonic Machining (USM) Version 2 ME‚ IIT Kharagpur Instructional Objectives i. ii. iii. iv. Describe the basic mechanism of material removal in USM Identify the process parameters of USM Identify the machining characteristics of USM Analyse the effect of process parameters on material removal rate (MRR) v. Develop mathematical model relating MRR with USM parameters vi. Draw variation in MRR with different process
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factors used in the environmental scanning component of strategic management. Some analysts added legal and rearranged the mnemonic to SLEPT; inserting environmental factors expanded it to PESTEL or PESTLE‚ which is popular in the United Kingdom. PESTEL Analysis The six environmental factors of the PESTEL analysis are the following: Political factors -Taxation policy -Trade regulations -Governmental stability -Unemployment policy Economical factors -Inflation rate -Growth in spending
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KATHOLIEKE UNIVERSITEIT LEUVEN [pic] ACKNOWLEDGEMENTS I would like to thank my mentor‚ prof. Idesbald Goddeeris‚ for the valuable comments‚ suggestions and guidance that he has afforded to me throughout this academic year. I would also like to thank my family and friends who have always supported me. EXECUTIVE SUMMARY The subject of this paper is the analysis of the change in mutual relation
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PESTEL ANALYSIS - UNILEVER GLOBAL PESTEL analysis - UNILEVER A scan of the external macro environment in which the firm operates can be expressed in terms of following factors: Political Economical Social Technological PESTEL analysis is a useful strategic tool for understanding market growth or decline‚ business position‚ potential and direction for operations. The headings of PESTEL are a framework for reviewing a situation‚ and can in addition to SWOT and Porter’s Five Forces models
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Chemistry 1211 Prof. Dan Schwartz Exam #2 Thursday‚ 3/13/2003 7:00 – 8:30 P.M. There is a single correct choice for each question. Answer all questions on the Scantron sheet by filling in the proper bubble with a #2 pencil. If you change an answer‚ erase the undesired mark thoroughly. Be sure to fill in the boxes for your student number‚ name and lab section; then correctly fill in the corresponding bubbles beneath them. A periodic table and other useful information are attached to the back
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ELEMENTS OF PSYCHOPHYSICS Sections VII and XIV Gustav Theodor Fechner (1860 - 1912) VII THE MEASUREMENT OF SENSATION [...] Weber’s law‚ that equal relative increments of stimuli are proportional to equal increments of sensation‚ is‚ in consideration of its generality and the wide limits within which it is absolutely or approximately valid‚ to be considered fundamental for psychic measurement. There are‚ however‚ limits to its validity as well as complications‚ which we shall have carefully
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Savatech Industrial Rubber Products and Tyres d.o.o.‚ Department of Mechanical Nuclear and Production Engineering - University of Pisa‚ University of West Bohemia – New Technologies Research Centre Project co-funded by the European Commission - DG RTD in the 6th Framework Programme SIM Project FP6-2005 Transport 4 – 031348 D3.1- Active safety applications specifications PUBLIC Revision history Abbreviations list List of figures List of tables Executive summary 1. Introduction 2. Active
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Scanning 4 Analyzing 4 Forecasting 4 SWOT analysis 5 Strengths 5 Weaknesses 5 Opportunities 6 Threats 6 Limitations and conclusion of SWOT analysis 7 Evaluation 8 PESTEL Analysis 8 Political 8 Economic 9 Social 9 Technology 10 Environment 10 Legal 10 Limitations and conclusion of PESTEL 11 Conclusion 11 Bibliography 12 Introduction Argos is one of the largest retail stores in United Kingdom which has nearly 800 stores (Home Retail Group website‚ 2010). Argos
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PESTEL analysis is a simple and effective tool used in situation analysis to identify the key external (macro environment level) forces that might affect an organization. These forces can create both opportunities and threats for an organization. Therefore‚ the aim of doing PEST is to: •find out the current external factors affecting an organization; •identify the external factors that may change in the future; •to exploit the changes (opportunities) or defend against them (threats) better
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